Amy Hill posted Jul 21, 2022 7:07 PM In your

Amy Hill posted Jul 21, 2022 7:07 PM

In your overviews of each article, focus on how the information in the article informs the implementation of IGR initiatives. Include what you believe is the most significant takeaway from the article and why. Do this for both articles. Post your summary of both articles in a single, initial post in the discussion.

Greetings All!

The article by Donald Moynihan discusses the Incident Command Systems in different crises. The article discusses how multiple organizations come together to respond to crisis under a hierarchical structure. Moynihan states that the DHS characterizes the ICS as a command-and-control style of management, emphasizing the importance of a clear hierarchy of authority. The article provides insight into two research questions posed by the author: how the ICS is categorized as a structure and how do network characteristics influence how ICS operates. The evolution of how ICS has been developed over the years has been the result of various crises to include the California wildfires in the 1970s, 9/11, and of course Hurricane Katrina. The network governance views the central command as being in the center and interconnected with the various members involved in crisis response. The article discusses in depth various crises over the years and the responses to each. The takeaway for me is that with each crisis that has taken place over the years has unfortunately been a learning experience and the creation of some new policies in emergency management and how to respond. Because each crisis is different, the people responding will always vary and it almost seems difficult to properly plan and prepare for a crisis. Decisions are typically made in the moment of a crisis and despite agencies best efforts to plan, prepare, and respond. And in midst of a crisis, there is a requirement of collaboration amongst various key stakeholders. 

The article by Michael McGuire discusses collaborative public management and specifically the role of the public manager. According to McGuire, collaboration certainly relies on various leaders at various times performing different roles, but in the typical context of collaborative public management, government is ultimately held accountable for the satisfactory delivery of goods and services. The article discusses whether public management is a relatively new study, and it discusses the skills required by not only the public manager, but also all other members involved in the collaborative effort. Collaboration in public management is evident in various areas of government as noted in the article to include economic & community development, the environment, emergency management and social & human services. The biggest takeaway for me is the role of the public manager and the skills this role requires. McGuire notes that the collaborative manager cannot rely on an organization chart or consult history for operational guidance, as the boss in hierarchical organization can do. The collaborative manager is responsible for ensuring that the right people are chosen for the policy making process to achieve the required goals. 

Moynihan, D.P. (2009). The network governance of crisis response: case studies of incident command systems. Journal of Public Administration Research and Theory, 19 (4): 895-915. 

McGuire, M. (2006). Collaborative public management: assessing what we know and how we know it. Public Administration Review suppl Special Issue on Collaborative Public Management, 66 (51), 33-43. 

In your responses to your group members, compare and contrast your perspectives and note any similarities and differences.

For your response posts, do the following:

Write a Post two to three paragraphs.

Demonstrate more depth and thought than saying things like “I agree” or “You are wrong.” Guidance is provided for you in the discussion prompt.

Consider content from other parts of the course where appropriate. Use proper citation methods for your discipline when referencing scholarly or popular sources.

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