An attitudinal response to role conflict in local government
By: CETINIC-DOROL, Laurie J
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ArticlePublisher: Oxford : Blackwell Publishers Limited, December 2000Australian Journal of Public Administration 59, 4, p. 42-47Abstract: Local government consist of elected community representatives, who serve on a part-time basis, hold office for a limited term and do not possess particular managerial skills. The chief executive officer (CEO) is appointed to manage the local government entity. Role conflict becomes an issue due to the competing values of the council and the CEO regarding resource allocation and hte overall direction of the organisation. This paper looks at the underlying issues of the friction between the volunteer council and the pai staff and what strategies could be implemented to ensure the two functions are complementary and not conflicting
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Local government consist of elected community representatives, who serve on a part-time basis, hold office for a limited term and do not possess particular managerial skills. The chief executive officer (CEO) is appointed to manage the local government entity. Role conflict becomes an issue due to the competing values of the council and the CEO regarding resource allocation and hte overall direction of the organisation. This paper looks at the underlying issues of the friction between the volunteer council and the pai staff and what strategies could be implemented to ensure the two functions are complementary and not conflicting
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