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POPESCU Gheorghe H., NICA Elvira and LĂZĂROIU George FAMP
COLLABORATION IN CITY-LEVEL ECONOMIC DEVELOPMENT CCASP

(Goldsmith and Crawford, 2014) Council manager administration without a mayor is unimaginable, and
since the type of administration preserves its reputation as “good government,” the value and
trustworthiness of the mayor is considerably unquestioned. The search for legitimacy is one for
PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE
establishing what practicality the mayor attaches to a community. Mayors cannot dictate alterations as
they do not handle the technical knowledge to completely grasp what they are asking for. As city staff

starts to integrate facilitative management routines into their own performance, mayors who employ
hierarchical supervision over them affect the frequently vulnerable arrangements staff has mediated
among contending participants. Mayors are vulnerable to elected public servants and individuals

disbelieving the proficiency of any government worker, even challenging the effectiveness of
administration itself. (Nalbandian, 1999)

4. THE CONNECTION BETWEEN THE EMBRACING OF DEVELOPMENT POLICY

ADVANCES AND THE LEVEL OF COLLABORATIVE UNDERTAKING IN CITIES

30 th – 31 st October 2015 ”Strategic Management for Local Communities” Bucharest cities may be drawn in countless connections with numerous diverse public agencies and private
Regimes boost the potential of cities to devise and enforce public products and services. Managers in all

organizations, and in a way that is intensified potentially by manifold endeavors to advance local concerns.

Numerous cities grasp to survive with the unpredictability of internal politics and advance strengths for
prevailing over the political claims of the federal and state government. A city’s economic capacity and

degree of collaborative functioning (Popescu, 2013a) are reciprocally associated. Public servants in cities
influence the level to which the public sphere interferes in the local economy, determine which policy
proposals are exemplary employed to accomplish the required outcomes, and assess the planned

consequences of these proposals. (Agranoff and McGuire, 2003) The influence that a city manager can
have on the collaboration of a public entity may be distinct from that of a chief executive: environmental
intricacy impacts collaboration by entities handled by public servants but not by those handled by chief

executives. The features of public managers should be considered for the purpose of comprehending why
public entities participate in collaborative undertakings. The manager’s age has an important adverse
consequence on collaboration (young managers tend to cooperate more than older ones). The top

manager’s educational background is an outstanding predictor of collaboration. The managers that have
mastered better skills because of their higher educational qualifications (Lăzăroiu, 2013) are less unwilling

to face the administrative intricacies that collaborations require. Managers that leave their offices and are
involved in organizational courses are likely to collaborate more. Male and female public managers display
no dissimilarities concerning their degrees of inter-organizational collaboration. Control variables related

to the impact of organizational features have a powerful impact on collaboration. The magnitude of the

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