Andrew I. E. Ewoh

Managing and Valuing Diversity: Challenges to Public Managers in the 21st Century

This analysis explores some of the challenges facing public managers in managing and valuing diversity in the 21st century. It begins with a discussion of the underlying conceptual values on the need for diversity in organizations. This is followed by an examination of different approaches to managing and valuing diversity. As managing a diverse organization is a complex issue that requires a multifaceted approach, the analysis concludes that every diversity initiative must be in consonance with organizational missions to be successful. That is, it must become integrated into the agency’s overall operating plans and strategies with the aim of creating an institutional environment where every person who is different, in terms of human characteristics, feels not only accepted but also respected and valued.

Community Improvement Districts in Georgia: Administrators' Views on their Effectiveness, Performance, and Accountability

Since the early 1990s, Georgia has been a leading participant in public-private partnerships, as exemplified by its many community improvement districts (CIDs). The goals and uses of CIDs vary, but commonly include fundraising, maintaining aesthetically pleasing business environments, controlling traffic flow, and infrastructural improvements. A survey research method was used to examine the effectiveness, performance, and accountability of CIDs in Georgia as perceived by their leaders. Lack of citizen participation was found to be a major problem of CID governance; this has serious public policy implications that can only be remedied by demands for inclusion by residents.