Feldman, M. And K. Quick. Research Proposal

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The confidential study participants consisted of a relatively small population size (43), but did include an extensive qualitative interview basis (144). The authors acknowledged that the size of the sample and the demographic/psychographic make-up of the communities in question are not always representative of the universe of cities and towns, but because they used mid-sized areas (180-300,000 in population); they believe the data can be used in generalized assumptions. Smaller areas obviously lack fiscal resources but are heavy on relationships within the community; larger urban areas have larger budgets, but conversely have to do more within those budgets and may not be as in touch with community needs.

It is often said that the greatest strength of something is sometimes its greatest weakness as well. This seems to be true in the case of resource management under inclusionary practices. The flow of events and information is such that on one hand -- the positive -- there is regular and open communication at all levels and directions of the hierarchical tree. On the other hand, though, sometimes a strong central decision-maker is needed to block deadlocks, find compromises, and reconceptualize the appropriateness of shared managerial roles.

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The analysis is well considered, and the findings that "inclusive management is a way of knowing which creates an overreaching framework within which public managers recognize potential resources and use resourcing to influence the ability of residents and officials to work together to solve public problems: (164). If you will, a return to the days in which the community managed the community- and whether or not Banker A. And Landowner completely agreed on the managerial path, they always assumed that each other wanted the best for the community.

ADDITIONAL REFERENCES

Feldman, M. And A. Khademian. (2007). "Role of Public Manager in Inclusion:

Creating Communities of Participation."….....

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