Collaborative Public Management: New Strategies for Local GovernmentsLocal 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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Continguts
| 1 | |
| 20 | |
| 43 | |
| 67 | |
Linkages in Collaborative Management | 99 |
Policy Design and Collaborative Management | 125 |
JurisdictionBased Management | 152 |
The Future of Public Management and the Challenge of Collaboration | 175 |
SURVEY DESIGN AND ADMINISTRATION | 197 |
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 Previsualització limitada - 2004 |
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Pàgina 180 - Senge describes learning organizations as places "where people continually expand their capacity to create the results they truly desire , where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together
Pàgina 40 - By analogy with notions of physical capital and human capital — tools and training that enhance individual productivity — "social capital" refers to features of social organization such as networks, norms, and social trust that facilitate coordination and cooperation for mutual benefit.
Pàgina 56 - The basic dilemma of the Great Society — or, for that matter, one with humbler aspirations — is how to achieve goals and objectives that are established by the national government, through the action of other governments, state and local, that are legally independent and politically may even be hostile.
Pàgina 180 - Senge suggests that learning organizations require five core disciplines: personal mastery, mental models, shared vision, team learning, and systems thinking.
Pàgina 80 - Stone (1989, p. 4) a regime can be defined as 'an informal yet relatively stable group with access to institutional resources that enable it to have a sustained role in making governing decisions
Pàgina 40 - The notion of social capital extends our understanding of "co-operation" or "collaboration" in two significant ways. First, linking co-operation to the economic concept "capital" signals the investment or growth potential of a group's ability to work jointly. Second, the concept identifies the structure created from collaborative effort as capital...
Pàgina 35 - In very many cases whether a particular system will achieve a particular goal or adaptation depends on only a few characteristics of the outer environment and not at all on the detail of that environment.
Pàgina 2 - November 2001, in the wake of the terrorist attacks on the United States of...
Pàgina 23 - ... collaborative governance through loose networks or more formalized partnerships is a necessity. Getting broad stakeholder participation and commitment is a must. Indeed, some analysts have suggested that network forms of organization are one of the defining features of twenty-first-century problem solving. Just as the bureaucratic organization was the signature organizational form during the industrial age, the emerging information or knowledge age gives rise to the network, where persons link...
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Informació bibliogràfica
| Títol | Collaborative Public Management: New Strategies for Local Governments American Governance and Public Policy series Hastings Center Studies in Ethics |
| Autors | Robert Agranoff, Michael McGuire |
| Edició | il·lustrada |
| Editor | Georgetown University Press, 2003 |
| ISBN | 1589010183, 9781589010185 |
| Nre. de pàgines | 219 pàgines |
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