Collaborative Public Management: New Strategies for Local GovernmentsGeorgetown University Press, 2004 M01 29 - 232 páginas Local governments do not stand alone—they find themselves in new relationships not only with state and federal government, but often with a widening spectrum of other public and private organizations as well. The result of this re-forming of local governments calls for new collaborations and managerial responses that occur in addition to governmental and bureaucratic processes-as-usual, bringing locally generated strategies or what the authors call "jurisdiction-based management" into play. Based on an extensive study of 237 cities within five states, Collaborative Public Management provides an in-depth look at how city officials work with other governments and organizations to develop their city economies and what makes these collaborations work. Exploring the more complex nature of collaboration across jurisdictions, governments, and sectors, Agranoff and McGuire illustrate how public managers address complex problems through strategic partnerships, networks, contractual relationships, alliances, committees, coalitions, consortia, and councils as they function together to meet public demands through other government agencies, nonprofit associations, for-profit entities, and many other types of nongovernmental organizations. Beyond the "how" and "why," Collaborative Public Management identifies the importance of different managerial approaches by breaking them down into parts and sequences, and describing the many kinds of collaborative activities and processes that allow local governments to function in new ways to address the most nettlesome public challenges. |
Dentro del libro
... Politics Kevin W. Hula Pluralism by the Rules: Conflict and Cooperation in Environmental Regulation Edward P. Weber Policy Entrepreneurs and School Choice Michael Mintrom The Political Economy of Special-Purpose Government Kathryn A ...
... interpersonal interactions. The study of boundaries is sometimes avoided because of a lack of concreteness. Clearly, in politics and administration, boundaries are harder to study than those within an organization. But their vii Preface.
... political and economic objectives. The decision by a city (or other entity) to exploit this increasingly complex and interdependent environment through collaborative management, however, is variable. Cities examine the environment and ...
... political (Pagano and Bowman 1992). Empirical studies show the strategic nature of development by linking ''correct'' and ''incorrect'' strategies with economic performance (McGuire 1999), and argue that some cities are innovative and ...
... political imperatives. Our argument: Many factors are associated with the variation in collaborative activity levels and purpose, only some of which are the traditional explanations of politics and economics. Collaboration is associated ...
Contenido
1 | |
20 | |
3 Models of Collaborative Management | 43 |
4 Collaborative Activity and Strategy | 67 |
5 Linkages in Collaborative Management | 99 |
6 Policy Design and Collaborative Management | 125 |
7 JurisdictionBased Management | 152 |
8 The Future of Public Management and the Challenge of Collaboration | 175 |
Appendixes | 197 |
B Economic Characteristics of the Sample Cities | 200 |
References | 203 |
Index | 215 |
Otras ediciones - Ver todas
Collaborative Public Management: New Strategies for Local Governments Robert Agranoff,Michael McGuire Vista previa limitada - 2003 |