Interstate Fiscal Disparities in America
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A01=Yuhua Qiao
Author_Yuhua Qiao
capacity
Capita Personal Income
categorical
Categorical Grants
Category=KJ
Community Services Block Grant
determinants of state fiscal gaps
economic policy evaluation
Environmental Cost Factors
eq_bestseller
eq_business-finance-law
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
expenditure
Farmer's Market Nutrition Program
Federal Medicaid Funds
finances
Fiscal Capacity
Fiscal Disparities
Fiscal Equalization
fiscal federalism analysis
general
General Expenditure
government
Government Printing Office
grant
Interstate Fiscal Disparities
Metropolitan Fiscal Disparities
Negatively Related
Net Marginal Social Product
office
printing
public finance disparities
quantitative fiscal research
regional economic variation
Representative Expenditure
revenue
Services Special Programs
state budget inequality
State General Expenditure
State Government Finances
State's Personal Income
Time Series Analysis
Violates
West Germany
Workload Measure
York NY
Product details
- ISBN 9781138973152
- Weight: 453g
- Dimensions: 138 x 216mm
- Publication Date: 04 Aug 2016
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Paperback
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This study examines how the shared cultural values of employees in a Polish firm influence management attempts top transform organizational practices in a newly privatized factory. By introducing a foreign management approach, Total Quality Management (TQM), the management of this factory presents a potential conflict of values between the employees and the management philosophy. Tracing the historical and contemporary impact of traditional, political and religious influences in Poland and utilizing ethnographic techniques of observation, interviews, and secondary source data, the author identifies four patterns of shared mindsets. These mindsets, insecurity and instability, distrust, reluctance to assume responsibility and a struggle between individualism and collectivism generate resistance to the successful implementation of TQM in this factory. Organizational studies research has identified cultural differences in values but previous studies have not examined the congruence assessment that employees make when confronted with a management intervention, such as TQM. The author finds that an incongruence between societal values and the values the employees perceive are embedded in the TQM approach produced actual outcomes that are not consistent with TQM objectives of empowerment, teamwork, visionary leadership and continuous improvement of quality. Employees demonstrated a reduced sense of empowerment, team goals that are counterproductive to organizational goals, autocratic leadership and an increased focus but not sustainable effort toward improving quality. The book examines the reasons for these results through detailed description and extensive quotations from employees both inside the Polish firm and throughout Polish society.
