Ch.8
Stakeholders and external constituencies
There is a need to deal directly with outside individuals and institutions, and how to manage
these relationships. Furthermore, interest groups- the most important of the external actors-are
now regarded as having a far greater and generally positive role in policy and administrative
process.
As there is not always one best way, public managers can with the assistance and active
engagement of clients and citizens more generally, find a good, workable solution to public
problems.
The need for external focus:
Public organizations should pay much more attention to the outside of the organization; since
they are influenced by outside bodies to a greater extend than those in private sector. Their
programs are more visible to the citizens, and they can criticize whenever they want since they
are the taxpayers.
Public agencies do not have control even on their goals and resources. Since their agenda is
fixed, and they are responsible for their taxpayers.
Dealing with external components is the function of managers.
Allison’s model:
1.Dealing with external same-agency units: different parts of the same organization need to be
deal with one another, even as they often regard each other as rivals. (It was handled
bureaucratically in traditional model)
2. Dealing with independent organizations: these are which are not controlled by agency, but can
influence its operations in some way: individuals, governments, interest groups. (Political
leadership managed it)
3.Dealing with press and public: it is a matter of public relations strictly defined. (both of them
were considered negatively by the bureaucracy).
External components involve empowerment of the clients.
External Relations in Traditional Model
It was not important in traditional model. Focus was on structure and process. As there was a
distinction between administration and politics, dealing with outside was the task of politicians.
When public servants are anonymous like in traditional model, they are neither able nor willing
to appear on behalf of their organization. The same relates to the neutrality, since any
relationship with outside is considered political, they choose to be away from external
components.
All legs of Allison’s model were not satisfied in traditional model. All three legs were considered
as political.
External Relations as a management function
External constituencies can and should be managed by the bureaucracy itself in public
management. Outside world is not considered only as a threat; even they can be seen as an asset.
Public servants are also involved in strategy for external components.
Allison’s 3 legs:
1.Co-ordination should be improved by having a better idea of what the department or agency is
supposed to do through the strategic management process.
Stakeholders and external constituencies
There is a need to deal directly with outside individuals and institutions, and how to manage
these relationships. Furthermore, interest groups- the most important of the external actors-are
now regarded as having a far greater and generally positive role in policy and administrative
process.
As there is not always one best way, public managers can with the assistance and active
engagement of clients and citizens more generally, find a good, workable solution to public
problems.
The need for external focus:
Public organizations should pay much more attention to the outside of the organization; since
they are influenced by outside bodies to a greater extend than those in private sector. Their
programs are more visible to the citizens, and they can criticize whenever they want since they
are the taxpayers.
Public agencies do not have control even on their goals and resources. Since their agenda is
fixed, and they are responsible for their taxpayers.
Dealing with external components is the function of managers.
Allison’s model:
1.Dealing with external same-agency units: different parts of the same organization need to be
deal with one another, even as they often regard each other as rivals. (It was handled
bureaucratically in traditional model)
2. Dealing with independent organizations: these are which are not controlled by agency, but can
influence its operations in some way: individuals, governments, interest groups. (Political
leadership managed it)
3.Dealing with press and public: it is a matter of public relations strictly defined. (both of them
were considered negatively by the bureaucracy).
External components involve empowerment of the clients.
External Relations in Traditional Model
It was not important in traditional model. Focus was on structure and process. As there was a
distinction between administration and politics, dealing with outside was the task of politicians.
When public servants are anonymous like in traditional model, they are neither able nor willing
to appear on behalf of their organization. The same relates to the neutrality, since any
relationship with outside is considered political, they choose to be away from external
components.
All legs of Allison’s model were not satisfied in traditional model. All three legs were considered
as political.
External Relations as a management function
External constituencies can and should be managed by the bureaucracy itself in public
management. Outside world is not considered only as a threat; even they can be seen as an asset.
Public servants are also involved in strategy for external components.
Allison’s 3 legs:
1.Co-ordination should be improved by having a better idea of what the department or agency is
supposed to do through the strategic management process.
