City management in the 1990s : responsibilities, roles, and practices
By: WHEELAND, Craig M
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Material type: 
ArticlePublisher: Thousand Oaks : SAGE, July 2000Administration & Society 32, 3, p. 255-281Abstract: The author compares orthodox city management (OCM) theory, formed in the 1920s and 1930s, with new horizons city management (NHCM) theory: wich is a syntesis of theories about public administration and city management offered since the 1940s. NHCM theory suggests city managers (a) are responsible the council majority, their communities, and their profession: and (b) perform five core roles in meeting their responsibilities: educator, listener, faciliator, subordinate, and director. The author uses NHCM theory to interpret data from a 1996 International City/County Management Association survey of city managers working in the United States on the practices they use and would recommend to other city managers. The author finds NHCM theory better explains city management practice inthe 1990s than OCM theory: however, most of the practices that involve working with the citizens, the third partner in the council-manager-community partnership, are underused and often are the least favored by city managers
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
The author compares orthodox city management (OCM) theory, formed in the 1920s and 1930s, with new horizons city management (NHCM) theory: wich is a syntesis of theories about public administration and city management offered since the 1940s. NHCM theory suggests city managers (a) are responsible the council majority, their communities, and their profession: and (b) perform five core roles in meeting their responsibilities: educator, listener, faciliator, subordinate, and director. The author uses NHCM theory to interpret data from a 1996 International City/County Management Association survey of city managers working in the United States on the practices they use and would recommend to other city managers. The author finds NHCM theory better explains city management practice inthe 1990s than OCM theory: however, most of the practices that involve working with the citizens, the third partner in the council-manager-community partnership, are underused and often are the least favored by city managers
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