Problems of information asymmetries, externalities, and power make that task extraordinarily difficult. Numerous dilemmas arise between managers and workers. We will explore these dilemmas, their dynamics, and various approaches that may be used to resolve them. The second segment moves beyond the confines of a single organization and examines interorganizational ties. Public managers must not only coordinate the work of their employees, but they must also coordinate their organizations' activities with that of other organizations.
Collaboration make take a variety of forms from informal, occasional exchanges to mergers.
Problems emerge in matching specific situations and organization needs to appropriate forms of collaboration. In this segment we will examine interorganizational relations, and the advantages and disadvantages of variety of forms of collaboration. The third segment of the course broadens the complexity of the institutional context and the managerial skills to be emphasized. Most metropolitan areas of the U.S. consist of dozens of special and general purpose governments that compete for resources, and that cooperate to solve common problems. We will examine the various structures of local public economies, and the pressures brought to bear on public managers as they attempt to cope with such complexity.