Page 238 - Proceeding 2015

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

Zeckhauser, 2011) Government 2.0 is the employment of social technologies to raise involvement,

openness, and interagency collaboration in the public sphere. A relevant feature of social technologies is
the nascent collaborative and integrative voluntary component. The capacity of interactive web tools to
PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE
back straightforwardness of collaboration and unconstrained horizontal and vertical information sharing

among collaborators brings about a duty to organize, handle, and supervise information diffusion.
Achieving and managing collaborative skills in a top-down establishment with pre-established standard
operating processes demand talent and the disposition to depend not only on urging and emotional

intelligence (Popescu, 2012) but also on a thorough knowledge of procedures, requirements, and
administrative patterns in government entities. In settings where grasp comes prepackaged via the

hierarchical reporting configuration or is implanted in comprehensible, standard operating processes,
individuals may not identify the necessity to collaborate. Social technologies can be employed in manners
that back assignment-specific information sharing (Lăzăroiu, 2014a) and collaboration across agencies

and with individuals. The cultural challenges that prevent the accomplishment of the open, collaborative,
30 th – 31 st October 2015 ”Strategic Management for Local Communities” Bucharest
sharing setting that social media tools assign should be worked out. (Mergel, 2013)

4. SPECIFIC MODELS OF POLICY ADOPTION RELATED TO COLLABORATIVE

POLICYMAKING AND ADMINISTRATION

In collaborations the leadership concern is not on persons as such but rather on the operation by which
new knowledge develops and novel manners of behaving materializes. Effective collaborations depend

of the capacity of associates and administrators to be conscious of the pivotal components of the
collaboration and be calculated in their setting up and enforcement. Collaboration is a useful instrument
to provide public and social advantage (Nica, 2013c), but to satisfy its capacity it should be employed with

more relevant strategic aim. Collaboration should be devised and enforced fit-for-purpose, requiring a
broad and thoughtful examination of the problem space and the variety of possible solutions achievable
in addition to the enlarged resources and responsibilities demanded. Collaboration functions at a more

significant degree of connection and concentrates on reorganizing or altering service systems, involving
an enlarged series of competencies centered on furthering and supervising the interplay process to
enable coactions to be provided and collaborative benefit to be acquired. Separate collaborative

competencies require a powerful mainstay for effective practice and end results. (Keast and Mandell,
2014) A collaborative outcome is frequently needed as scarcely ever a single government or agency has

an ascendance on possible solutions to troublesome problems, or the resources or programs to handle
them. Considerateness, toleration, and a disposition to make alterations are required to surmount
obstacles in achieving collaborative success. Effective collaborative performance focuses on the issue of

236