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
... contexts of dispersed power makes networking imperative for program managers.'' Another key reason for an emphasis on collaboration is the growing prominence of knowledge as a factor in social and economic production, while land, labor ...
... contexts, providing important program resources, and regulating frameworks that condition local behavior ... context define whether the organization will adapt to its environment, influence the environment, or attempt to ...
... context of local economic development have resulted in changes in the role and operation of city officials who deal with development issues. The contextual changes—partnerships between public and private sectors, combining and ...
... context of the network, and developing ways to cope with strategic and operational complexity (Kickert, Klijn, and Koppenjan 1997). Through collaboration, each player brings and keeps his or her authority, while managing together with ...
... context. One assumption of this logic is that the fulfillment of purposes by a city is contingent on its ability to function in, and its capacity to adapt to, its environment. According to Simon (1981), goal attainment is a function of ...
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 |