Interorganisational Relations
In public administration, interorganisational relationships are evident in multi-level governance. The structure and functioning of a single organisation can be understood better by relating it to the larger family of organisations within which it resides.
The need for a comprehensive theory of interorganisational relations is widely acknowledged. Levine and White talk of interorganisational cooperative arrangements as a "system of exchanges". An organisation set model of interorganisational relations has been suggested by W.M.Evan. The unit of analysis is taken as an organisation or a class of organisations.
Following a systems perspective, an interorganisational system model is constructed with the help of four components:- input- organisation set, focal organisation, output- organisation set and feedback effects. The focal organisation is the central point of reference that is in interaction with the environment. The input- organisation set is the supplier of inputs to the focal organisation which produces outputs and services by using those inputs. The focal organisation sends it's products out to the output - organisation set. The way the focal organisation relates itself to the output - organisation set has feedback effects on itself as well as on the input- organisation set which again triggers the cycle of interorganisational systemic relations.
Organisations come together to increase their functional competence and decisional rationality. Integration, which is a form of cooperation, is facilitated in a situation where a number of organisations interact among themselves and weave together a network or organisational pattern. The social space in which these interacting organisations exist can be called interorganisational field.
To gain effective control over their task environment, organisations often enter into integrative cooperations.
A very useful conceptualisation of decision making structures to coordinate service system has been made by Warren. Four basic models suggested by him are : unitary,federative,coalitional and social choice.
In a federative structure each participating organisation agrees to a division of labour but retains its autonomous character.
A unitary structure is more integrative and seeks coordination through formal arrangements.
The participating units are much more loosely united in a coalitional situation, whereas in a social choice structure the interaction among organisations is still more loosely ordered.
Government, in practice, consists of various organs, departments, agencies and branches. Interorganisational relations needs to be viewed in this perspective of structural differentiation in public administration.
The legislature, the executive and the judiciary have since the ancient formulation of Montesquieu, been considered as separate and distinct organs of government each performing a specific kind of activity.
The theory of separation of powers conceptualises functional heterogeneity and differentiation.
The need for a comprehensive theory of interorganisational relations is widely acknowledged. Levine and White talk of interorganisational cooperative arrangements as a "system of exchanges". An organisation set model of interorganisational relations has been suggested by W.M.Evan. The unit of analysis is taken as an organisation or a class of organisations.
Following a systems perspective, an interorganisational system model is constructed with the help of four components:- input- organisation set, focal organisation, output- organisation set and feedback effects. The focal organisation is the central point of reference that is in interaction with the environment. The input- organisation set is the supplier of inputs to the focal organisation which produces outputs and services by using those inputs. The focal organisation sends it's products out to the output - organisation set. The way the focal organisation relates itself to the output - organisation set has feedback effects on itself as well as on the input- organisation set which again triggers the cycle of interorganisational systemic relations.
Organisations come together to increase their functional competence and decisional rationality. Integration, which is a form of cooperation, is facilitated in a situation where a number of organisations interact among themselves and weave together a network or organisational pattern. The social space in which these interacting organisations exist can be called interorganisational field.
To gain effective control over their task environment, organisations often enter into integrative cooperations.
A very useful conceptualisation of decision making structures to coordinate service system has been made by Warren. Four basic models suggested by him are : unitary,federative,coalitional and social choice.
In a federative structure each participating organisation agrees to a division of labour but retains its autonomous character.
A unitary structure is more integrative and seeks coordination through formal arrangements.
The participating units are much more loosely united in a coalitional situation, whereas in a social choice structure the interaction among organisations is still more loosely ordered.
Government, in practice, consists of various organs, departments, agencies and branches. Interorganisational relations needs to be viewed in this perspective of structural differentiation in public administration.
The legislature, the executive and the judiciary have since the ancient formulation of Montesquieu, been considered as separate and distinct organs of government each performing a specific kind of activity.
The theory of separation of powers conceptualises functional heterogeneity and differentiation.
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