MMPA 6420 Contracting and Globalization

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Many public and nonprofit managers and leaders are seeking innovative solutions to minimize the costs of operations while providing quality public services. One way to do this is through contracting services such as information technology, billing, and so forth. Organizations operating globally must ensure that managers and leaders continuously hone communication and leadership skills to work effectively with different cultures. Leaders involved in domestic contracting must also learn new skills in order to achieve desired results from outside entities. Although leaders in government organizations do not contract as much internationally as for-profit organizations, public and nonprofit organizations are also affected by the increasingly diverse populations surrounding their organizations and the availability of information on how others in the world govern.

In this Discussion, you analyze various implications that contracting and globalization have on public and/or nonprofit leaders.

Readings

  • Cohen, S., Eimicke, W., & Heikkila, T. (2013). The effective public manager: Achieving success in government organizations (5th ed.). San Francisco, CA: Jossey-Bass.
    • Chapter 7, “The Art and Craft of Contracting” (pp. 141–154)
  • Abonyi, G., & Van Slyke, D. M. (2010). Governing on the edges: Globalization of production and the challenge to public administration in the twenty-first century. Public Administration Review, 70, S33–S45.
    Retrieved from the Walden Library databases.
  • Bennis, W. (2007). The challenges of leadership in the modern world: Introduction to the special issue. American Psychologist, 62(1), 2–5.
    Retrieved from the Walden Library databases.
  • Farazmand, A. (2009). Building administrative capacity for the age of rapid globalization: A modest prescription for the twenty-first century. Public Administration Review, 69(6), 1007–1020.
    Retrieved from the Walden Library databases.

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