American Federalism and the Search for Models of Management

Abstract

Changes in the United States federal system mean that managers must operate by taking into account multiple interacting governments and nongovernmental organizations; dealing with numerous programs emanating from Washington and state capitols; and engaging in multiple intergovernmental transactions with an expanding number of intergovernmental instruments. Four models of management within this changing system are identified. The top‐down model emphasizes executive‐branch control and is embedded in enforcement and exchange related to the laws, regulations, funding rules, program standards, and guidelines associated with federal/state grant, procurement, and regulation programs. The donor‐recipient model emphasizes mutual dependence or shared program administration, where two‐party bargaining or reciprocal interactions among government officials is the norm. The jurisdiction‐based model is defined by the initiated actions of local officials and managers who seek out program adjustments and other actors and resources to serve the strategic aims of their governments. The network model highlights the actions of multiple interdependent government and nongovernmental organizations pursuing joint action and intergovernmental adjustment. Although the first two models are long‐standing and the latter two are emergent, all appear to be alive and well on the intergovernmental scene, posing complex challenges for public managers.