000			01743naa a2200181uu 4500
001			0061013281237
003			OSt
005			20190211172735.0
008			100610s1988 xx ||||gr |0|| 0 eng d
100	1		_aCOE, Barbara A. _937058
245	1	0	_aOpen focus : _bimplementing projects in multi-organizational settings
260			_aNew York : _bMarcel Dekker, _c1988
520	3		_aMost managers charged with implementing projects in a complex, public/private partnership setting can cite cases of drastically changed, delayed, or thwarted community projects that at the outset seemed likely to proceed without a hitch. Although the specific context and project affect outcomes, the management approach toproject implementation also influences the degree of implementation difficulty and success. Implementation problems are likely to be compounded if the management approach is based upon a “traditional” hierarchical, stable organizational model. If, however, the arena is seen as the open, dynamic, amorphous, complex, “metaorganization” that it is, and management strategies appropriate to this arena are adopted, success is more likely. From the findings of a case study of project implementation in such a setting and interviews with more than forty community leaders emerged a conceptual model for this situation. This model, called the “Open Focus” model, is characterized by openness to the metaorganization, linking cormnunication, evocative leadership, and collaborative vision
773	0	8	_tInternational Journal of Public Administration - IJPA _g11, 4, p. 503-526 _dNew York : Marcel Dekker, 1988 _xISSN 01900692 _w
942			_cS
998			_a20100610 _b1328^b _cDaiane
998			_a20100615 _b1205^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c34291 _d34291
041			_aeng