The office management of the neurotic patient

1959 ◽  
Vol 33 (2) ◽  
pp. 335-350
Author(s):  
William Malamud
1992 ◽  
Vol 25 (4) ◽  
pp. 745-780 ◽  
Author(s):  
Christopher J. Linstrom, MD

Management ◽  
2012 ◽  
Vol 16 (2) ◽  
pp. 373-387
Author(s):  
Joanna Snopko

Abstract Organisational Structure of Municipal Offices - Key Determinats The multitude of tasks and problem issued faced by local governments necessitates their evolution towards improvement of the existing organisational structures. Comparison of the existing organisational structures of various municipal offices could create a misleading that their organizational structures do not undergo any transformations. In reality, the type of an organisational structure remains unchanged while its elements change very frequently. These changes are activated when, according to the office management, they do not ensure proper performance of tasks faced by local government administration and appropriate customer service. Also note that, in the applied solutions, there is a strive for perfection which can be noticed, in a sense. It expresses the concept that this is not a structure which can effectively play its role today and is prepared for challenges of tomorrow. However, the process of transformations has not developed any new solutions. To this end, the local government must develop organisational structures appropriate for identifying and reaching its objectives. For this reason, it’s worthwhile to consider solutions which combine elements of the existing and modern solutions or address new opportunities created by process-oriented structures. However, these transformations must, first and foremost, cause a transformation of bureaucratic-style municipal offices into modern organisations which apply modern methods of management. These are organisations which introduce deep-reaching organisational changes, i.e. transform their hierarchic interorganisational relations into more partner relations and transform their structural solutions into more flexible solutions as well as change their employees’ way of thinking. Without such transformations in local government, municipal offices will be still referred to as bureaucracy and civil servants as bureaucrats.


2004 ◽  
Vol 79 (7) ◽  
pp. 962
Author(s):  
Donald D. Hensrud
Keyword(s):  

1994 ◽  
Vol 21 (2) ◽  
pp. 83
Author(s):  
Joseph T. Danzi ◽  
Joseph A. Scopelliti

2006 ◽  
Vol 119 (12) ◽  
pp. 1019-1026 ◽  
Author(s):  
Yves Rolland ◽  
Moon-Jong Kim ◽  
Julie K. Gammack ◽  
Margaret-Mary G. Wilson ◽  
David R. Thomas ◽  
...  

1975 ◽  
Vol 36 (1) ◽  
pp. 167-170
Author(s):  
Jerome H. Resnick ◽  
Steven Berk

This study tested an early contention by Betz that it is the A-B type therapist's authority orientation which most significantly mediates success over schizoid and neurotic patient groups. The authoritarian has been described as conventional, rigid in thought, insecure, concrete, and intolerant of ambiguity, paralleling the description of B-therapists, while As are seen as nonauthoritarian. Ss listened to tape-recorded communications from neurotic and schizoid patients and responded “therapeutically” in free written form at the end of each of five segments per tape. Analyses of variance indicated only minimal support for the hypothesis that the A-B dimension is related to authoritarianism.


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