Organizational Development in Public Administration: The Italian Way

Section I: Rethinking organization and human resource management in Public Sector
Chapter I: Organizing Public Administration 1.1 Introduction 1.2 Reforms and organizational change 1.2.1 NPM and post-NPM reforms 1.3 A new complexity for public administration: Organizinf according to the post-NPM reform 1.4 The crisis of the bureaucratic model 1.5 Conclusions
Chapter II: Rethinking the concept of competencies for public managers 2.1 Introduction 2.2. The concept of competence in a managerial perspective 2.2.1 The entity-based perspective 2.2.2 The situationalist approach 2.3 Competencies for public managers 2.3.1 Competency-based Public Administration research 2.3.2 Behavioral competencies of Italian public managers and employees 2.4 HRM practices and managerial competencies in the public context 2.5 Competency model and HRM: Italian practices 2.5.1 The competency Portfolio developed by the Campania Region 2.5.2 Competency mapping and learning process: the INPS case 2.5.3 The Dictionary of Behavioral Competency of the Sardinia Region 2.6 The competency model: the other side of the coin
Chapter III: Human resource management in the Public Administration 3.1 HRM in public organizations: main problems and challenges 3.2 The concept of public motivation: levers and constraints 3.3 Recruitment and training systems 3.4 Evaluation systems 3.5 Flexibility in worker relationships: new challenges in HRM 3.6 Technology and new modes of working in Public Administration 3.7 Considerations and conclusions
Section II: The Italian Case Study
Chapter IV: Public Management reform in Italy 4.1 The conceptual framework for the reformist season 4.2 The administrative reforms of the nineties 4.2.1 Assumptions and dimensions of radicalism of the administrative reforms 4.2.2 The legislative interventions of the nineties: some cardinal points 4.2.3 Linkages between the administrative reforms of the 1990s, NPM, and Post-NPM 4.3 Determinants and complexity of the administrative change: the answers of the Italian legislator 4.3.1 The determinants and the dimensions of complexity 4.3.2 The implications of complexity 4.3.3 The reforms of the Italian legislator 4.4 Current challenges
Chapter V: The key role of the SNA in promoting organizational change and competencies development 5.1 Introduction 5.2 How public entities lead to organizational development 5.3 New training methodologies for competencies development 5.4 The key role of Schools of Government in public employee training 5.5 A comparative analysis with other European National Schools of Administrations 5.6 The case of the Italian National School of Administration
Chapter VI: A Project for assessing public management competencies 6.1 Introduction 6.2 The Italian Presidency of the Council of Ministers 6.4 Aims and metho 6.5 Results: the key dimensions of managerial competence doman 6.6 Implications for organizational design and human resource management 6.7 Conclusions
Section III: Learning from the Italian way
Chapter VII: Conclusions and implications for the Italian Public Sector 7.1 Italy and political instability 7.2 How instability affects managerial behavior 7.3 The need for a cultural change in public management 7.4 Conclusions: looking ahead