Working across boundaries : making collaboration work in government and nonprofit organizations
著者
書誌事項
Working across boundaries : making collaboration work in government and nonprofit organizations
(The Jossey-Bass nonprofit and public management series)
Jossey-Bass, c2002
1st ed
大学図書館所蔵 全18件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references (p. 283-292) and index
内容説明・目次
内容説明
Working Across Boundaries is a practical guide for nonprofit and government professionals who want to learn the techniques and strategies of successful collaboration. Written by Russell M. Linden, one of the most widely recognized experts in organizational change, this no nonsense book shows how to make collaboration work in the real world. It offers practitioners a framework for developing collaborative relationships and shows them how to adopt strategies that have proven to be successful with a wide range of organizations. Filled with in-depth case studies- including a particularly challenging case in which police officers and social workers overcome the inherent differences in their cultures to help abused children- the book clearly shows how organizations have dealt with the hard issues of collaboration. Working Across Boundaries includes Information on how to select potential partners Guidelines for determining what kinds of projects lend themselves to collaboration and which do not Suggestions on how to avoid common pitfalls of collaboration Strategies proven to work consistently The phases most collaborative projects go through The nature of collaborative leadership
目次
Tables, Figures, and Exhibits. Preface. Acknowledgments. The Author. Part I: Working Across Boundaries. 1. Why Collaborate? And Why Now? 2. One Example of Collaboration That Makes a Difference. 3. The Challenges of Successful Collaboration. Part II: A Framework for Collaboration in the Real World. 4. A Framework for Collaboration. 5. Getting the Basics Right. 6. Forming Open, Trusting Relationships Among the Principals. 7. Developing High Stakes. 8. Creating a Constituency for Collaboration. 9. Building Collaborative Leadership.Part III: Key Collaboration Issues and Tasks. 10. Phases in the Collaboration Journey. 11. More Keys to Successful Collaboration. 12. Collaboration Within a Single Organization. 13. Toward a Collaborative Culture. Resources. A. Four Methods That Promote Collaboration. B. Some Questions and Answers Concerning Collaboration. C. Collaborative Assessment Tool. D. The Research Base for This Book. Bibliography. Index.
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