This contributed volume explores the management of
intergovernmental relations--policies and networks. The book is a
response to the growing need for concrete information on the
development and use of different strategies for managing in the
intergovernmental system. Such strategies became increasingly
important during the Reagan years, especially with that
administration's penchant for public-private partnerships. This
study assembles some of the most respected experts in the field who
outline the strategies and management skills needed to build and
maintain intergovernmental networks essential to the implementation
of complex public programs.
This contributed volume explores the management of
intergovernmental relations--policies and networks. The book is a
response to the growing need for concrete information on the
development and use of different strategies for managing in the
intergovernmental system. Such strategies became increasingly
important during the Reagan years, especially with that
administration's penchant for public-private partnerships. This
study assembles some of the most respected experts in the field,
who outline the strategies and management skills needed to build
and maintain intergovernmental networks essential to the
implementation of complex public programs. From a theoretical
vantage point, it introduces several innovative concepts and models
that will enhance the reader's ability to understand strategic
behavior and management in intergovernmental settings. Public,
health, and hospital administrators, public sector management
professionals, as well as students and scholars of urban studies,
business, and nonprofit studies will find invaluable insight in
this detailed study.
Four major themes run through the book, reflecting a new step in
the development of the literature relating to strategies and
networking: a shift in emphasis from intergovernmental relations to
intergovernmental management; the view of networks as a separate
and distinct level of analysis requiring revised terminology,
concepts, and emphasis; a revised view of strategic management for
use in the public sector that moves away from a rational-logical
approach; an emphasis on the individual and the importance of
behavioral processes. Included here are the ideas of the importance
of leadership as a facilitator, and the role of the strategic
vision of the leader.
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