Page 235 - Proceeding 2015

NICA Elvira, LĂZĂROIU George and POPESCU Gheorghe H. FAMP
THE ROLE OF COLLABORATIVE INSTITUTIONS IN PUBLIC ADMINISTRATION CCASP

1. INTRODUCTION

Collaborative public management should comprise collaboration between and among entities and the
PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE
function of the public and individuals in governance (it requires democratic accountability). The
pervasiveness of network governance (Lăzăroiu, 2013), contracting out, and more significant
collaboration with individuals has modified the dynamics of public administration and what it signifies to
be a leader. Managers find themselves convoking, furthering, transacting, moderating, and collaborating

with numerous partners. The arrival of cheap instantaneous means of communication has cut down the
transaction expenses of collaborating. The outstanding and increasing alteration is in the level of
collaboration in public management. Design matters encompass the link of collaboration to responsibility

structures. Networks should determine the novel endeavor, product, or output required from collaboration
(Popescu, 2014), should regulate responsibility structures correspondingly, and should establish data

gathering on direct procedures of collaborative conducts and undertakings. The sphere of public
administration should cooperate with managers in the planned, sophisticated, participative configuration
30 th – 31 st October 2015 ”Strategic Management for Local Communities” Bucharest Collaboration and negotiation abilities are significant in a diversity of circumstances, from the
of systems for collaboration and can develop on the performance of other domains in that endeavor.

interpersonal stage between and among individuals representing entities in an arrangement, to the
organizational stage in which network fellows agree to policy preferences. (Blomgren Bingham et al.,

2015)

2. PIVOTAL FEATURES OF COLLABORATIVE PUBLIC MANAGEMENT

Although all types of performing together demand some level of mutuality, collaborations necessitate
reciprocal interdependence: although the participants in a collaboration process constitute self-governing
entities, they should acknowledge from the beginning that they are reliant on each other in such a manner

that for the undertakings of one to be successful they should depend on the undertakings of another. The
threats in collaborative arrangements are significant: actors should be prepared to advance novel fashions

of reasoning and acting, establish new kinds of connections and be disposed to make alterations in current
systems of operation and service distribution. Collaborating does not cover carrying out duties but
identifying novel fashions for advancing new systems and/or devising new bureaucratic networks to get

tasks accomplished. Successful connections are key to effective collaboration. Concerning processes,
collaboration management covers encouraging interplays, eliminating impediments and, where required,
taking on the function of unbiased mediator. (Keast and Mandell, 2014) Collaboration between public

organizations or between the latter and NGOs is a way to further enterprises that are planned to work out
public matters: collaborative management entails various and countless connections with numerous

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