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. |
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Resultados 6-10 de 96
... organizations. Collaboration is a purposive relationship designed to solve a problem by creating or discovering a solution within a given set of constraints (e.g., knowledge, time, money, competition, and conventional wisdom; Schrage ...
... Cincinnati is collaborating when it joins forces with two different multiorganizational institutions—Downtown Cincinnati, Incorporated, which is a public–private organization and policy initiator, Collaboration at the Core / 5.
... organization and policy initiator, and the area Chamber of Commerce—to jointly design policies for the city's economic ... organizations, each of which has some claim on the governing activities of the city. Empirical support for this ...
... organizations, and nonprofit associations are potentially more consequential to agency success than their bureaucratic counterparts of the past (O'Toole 1997c), the need for catalyzing a renewed research agenda cannot be overstated. We ...
... organizational information. Brief sketches of the six case study cities follow. Cincinnati Cincinnati is the largest of the case study cities, with approximately 340,000 persons, and is the central city of a metropolitan area of nearly ...
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 |
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Collaborative Public Management: New Strategies for Local Governments Robert Agranoff,Michael McGuire Vista previa limitada - 2003 |