The public and nonprofit managers need to utilize cross-sector collaboration because it gives them the ability to pursue a common goal amongst different actors and lead beyond their job descriptions. Cross-sector collaboration displays hierarchies as the main feature of control. This implies that leadership is decentralized, and authority is spread across departments contrary to the hierarchical mode of control where authority is centralized and vested in the top management positions. Public managers tend to incline towards hierarchies. They adopt a formal structure that lays down the boundaries of subordinates and the process of communication to the people at the apex. This implies a vertical relationship, such that collective behavior is determined at the higher levels. Hierarchies accrue a major advantage of specialized but narrowly defined tasks in units and allow seniors to handle the complexity and coordination of the organizations undertakings. A setback in hierarchies is that it limits the platform to share ideas across different units.
Hierarchies, on the other hand, focus on cross-sector collaboration which means that authority is not clearly defined and they embrace integration. There is a more human connection, for instance, in a case of disaster response where actors consult and cooperate as they are performing similar functions. Non-profit organizations take part in cross-sector collaboration often in conjunction with government agencies such as the Department of Health Services. This has the advantage of flexibility because actors shift roles to adapt to their skills and prevailing conditions. Cross-sector collaboration can always be modified by incorporating formal chains of command and reporting structures. The concept works to build a consensus amongst actors to achieve a common objective. This would allow both public and non-profit organizations to mobilize their varied motives and come up with a uniform agenda. Cross-sector leadership can enable one to generate support by collaborating with other actors to signify a collective impact. It also builds trust in the course of sharing information because it bridges the gaps in professions. Cross-sector collaboration in both public and private sectors seeks to help them recognize the importance of shared values for community development.
References
Forrer, J. J., Lee, J. E., & Boyer, E. (2014). Governing Cross-Sector Collaboration. San Francisco: Jossey Bass.
