External Groups Challenges Facing Overhead Agencies Discussions

Discussion 1: External Groups: Working with Legislatures, Overhead Agencies, and Special Interest Groups

Legislatures, overhead agencies, and special interest groups have a tremendous amount of influence over public and nonprofit organizations. Therefore, it is particularly important that public and nonprofit managers learn how to work effectively with external groups while maintaining the integrity of their organizations.

In this Discussion, you explore challenges related to working with legislatures, overhead agencies, and interest groups, and consider ways to overcome these challenges.

For this Discussion, review this week’s Learning Resources. Think about how legislatures, overhead agencies, and interest groups influence the operations of public and nonprofit agencies. Then, think about strategies you might use to address challenges related to working with your chosen external group.

With these thoughts in mind:

Post by Day 3 a description of at least two challenges related to working with external groups such as legislatures, overhead agencies, or special interest groups; explain why they are challenges. Then, explain how you might address these challenges as a public or nonprofit manager. Be specific.

Note: Indicate in the first line of your post whether you chose to discuss challenges related to working with legislatures, overhead agencies, or special interest groups. You will be asked to respond to the posting of a colleague who discussed an external group that you did not.

Be sure to support your postings and responses with specific references to the Learning Resources .

Discussion 2: Cultural Competence in Public Administration

Working with external groups is often a central responsibility of managers and leaders in public and nonprofit organizations. This responsibility takes diplomacy, relationship management skills, and cultural competency to be able to communicate effectively with diverse groups that exist within networked governance structures.

The changing demographics globally, nationally, and regionally, will require public sector and nonprofit organizations to develop more culturally competent managers and leaders. Cultural competency reflects certain cultures, communication, and policies within an organization that enables it to more effectively serve its diverse populations.

For this Discussion, think about how you would communicate with external groups as a leader or manager and how you would demonstrate cultural competence in your communication with external groups.

With these thoughts in mind:

Post by Day 4 two examples of how communicating with external groups is essential to working within a networked structure. Provide an example of how you would demonstrate cultural competence with external groups in order to develop strong collaborative governance structures.

Be sure to support your postings and responses with specific references to the Learning Resources and other current literature

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 11, “Communicating with the Media, Stakeholders, and the Public” (pp. 233–260)
  • Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). Thousand Oaks: CA: Sage Publications.
    • Chapter 15, “Gender and Leadership” (pp. 403-429)
    • Chapter 16, “Culture and Leadership” (pp. 433-471)
  • Beckwith, S. L. (2006). Publicity for nonprofits generating media exposure that leads to awareness, growth, and contributions [electronic resource]: Chicago, IL: Kaplan.
    Retrieved from the Walden Library databases.
    • Chapter 1, “What Do You Want to Accomplish?”
    • Chapter 2, “What’s Your News?”
    • Chapter 3, “What Do You Want to Say?”
    • Chapter 4, “To Whom Will You Say It?”
  • Haque, S., & Pathrannarakul, P. (2013). E-Government towards good governance: A global appraisal. Journal of E-Governance, 36(1), 25–34.
    Retrieved from the Walden Library databases.
  • Johnson III., P., & Bonnego, E. (2009). Public administration and the increased need for cultural competencies in the twenty-first century. Adminstrative Theory and Praxis, (M. E. Sharpe), 31(2), 206–221.
    Retrieved from the Walden Library databases.
  • Klijn, E., & Koppenjan, J. (2012). Governance network theory: past, present and future. Policy & Politics, 40(4), 587–606.
    Retrieved from the Walden Library databases.
  • Rice, M. F. (2008). A primer for developing a public agency service ethos of cultural competency in public services programming and public services delivery. Journal of Public Affairs Education, 14(1), 21–38.
    Retrieved from the Walden Library databases.
  • National Center for Cultural Competence (n.d.). Retrieved February 10, 2014, from http://nccc.georgetown.edu/index.html
 

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