High Performance Manpower in Government

Today’s public managers not only have to function as leaders within their agencies, they must also establish and coordinate multi-organizational networks of other public agencies, private contractors, and the public. This important transformation has been the subject of an explosion of research in recent years.
Public organizations are increasingly relying on collaboration and networking to achieve common goals and create mutual value. Collaboration requires “rich” employee communication mechanisms that involve both finding and interacting with subject-matter experts inside and outside their organization as well as tapping into and incorporating structured information. Today’s collaboration needs require networks of employees, often with different areas of expertise, organizational affiliations, job levels, or company tenure, to coordinate in near real-time to perform knowledge-based work. Organizations with a focus on the acquisition, interpretation, and sharing of intelligence information can benefit by understanding the barriers to collaboration and how fostering social networks among employees and key stakeholders results in more effective collaboration.
One of the interesting books discussing networking in government and public sector is “The Collaborative Public Manager” which brings together original contributions by some of today’s top public management and public policy scholars who address cutting-edge issues that affect government managers worldwide. State-of-the-art empirical research reveals why and how public managers collaborate and how they motivate others to do the same. Examining tough issues such as organizational design and performance, resource sharing, and contracting, the contributors draw lessons from real-life situations as they provide tools to meet the challenges of managing conflict within inter-organizational, interpersonal networks. This book pushes scholars, students, and professionals to rethink what they know about collaborative public management – and to strive harder to achieve its full potential.

Dr. David Van Slyke, Associate Professor of Public Administration in the Maxwell School of Citizenship and Public Affairs in Syracuse University will be giving a detailed training module titled “Collaboration and Managing Networks” in the Madinah Institute for Leadership & Entrepreneurship’s next executive education program; Leadership Program on High Performance Governments which will be commencing May 7th and ends May 11th, 2011 and will be held in Madinah, Saudi Arabia.

Dr. David is also a senior research associate in the Campbell Institute of Public Affairs. He is a public and nonprofit management specialist and received his Ph.D. in Public Administration and Policy from the Rockefeller College of Public Affairs and Policy of the University at Albany, State University of New York.Professor Van Slyke regularly speaks to senior government officials from other countries (e.g., China and India) on contracting and public-private partnerships, strategic management, policy implementation, government oversight and nonprofit organizations as part of the Maxwell School’s Executive Education. He also speaks to groups associated with the National League of Cities, the National Forum for Black Public Administrators, and the Cornell Municipal Clerks Institute. Dr. Van Slyke also serves as a committee member on the transnational NGO project in the Moynihan Institute of Global Affairs.

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