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By Dr David N Ammons, Charldean Newell
This research explores the paintings lifetime of mayors, urban managers, and different most sensible executives in urban executive. in keeping with a survey of 527 urban executives and enlivened with various anecdotes, the ebook records time allocation styles and paintings exercises.
City Executives makes comparisons with prior experiences to teach how urban executives examine with managers in different kinds of agencies. The authors additionally word how urban managers' function has replaced over a 20-year interval. urban executives are proven to be like their private-sector opposite numbers. for instance, they functionality at a constant velocity, are often interrupted of their paintings, and are more often than not overburdened. notwithstanding, simply because urban staff function in an atmosphere open to public scrutiny, they're left with just a minority in their expert time to take care of issues that they describe as priorities. as a substitute, they have to always reply to intergovernmental calls for, emergencies, and the desires of electorate and legislative officers.
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Additional info for City executives: leadership roles, work characteristics, and time management
Example text
Thirty-five years later, Henry Mintzberg, whose concepts underlie a large portion of the empirical study of city executives reported in this book, ventured beyond POSDCORB, emphasizing in his study of executives the importance of people, of the environment, and of leadership. 7 In short, Mintzberg's depiction of executives includes multiple roles of greater variety and complexity than those enumerated by the classicists. Mintzberg, for example, identifies 10 roles that a manager plays. " In reality, however, manifestations of leadership are not confined to the "leader" role.
Yet their emphasis on structure has resurfaced numerous times, and the modern concept of task structuring, seen as one component of leadership, is conceptual heir to classic principles. Nevertheless, POSDCORB includes no "L" for leadership. Apparently for the classicists, leadership was a given, a quality presumed to be present in the planning, organizing, directing, and coordinating functions (PODCO of POSDCORB). Perhaps they simply assumed leadership to permeate each of the specified functions through some mysterious force of the effective manager's persona, if not through the formal authority of the executive's position in the hierarchy.
000474´0973dc1988-15380 CIP 10 9 8 7 6 5 4 3 2 1 Page v Contents Figures and Tables ix Preface xiii Chapter One: Introduction 1 Scope and Purpose 3 Method 5 What the Book is Not 6 Organization of the Book 7 Chapter Two: An Executive is an Executive is An Executive? 9 Leadership: What It's All About 9 What is a Leader? 10 What Do Executives Do? 11 In What Environment Do They Do It? 14 Good Genes and the "Right Stuff": Dimensions of Effectiveness 18 It All Depends on the Situation 25 Summary 29 Chapter Three: Contemporary Views of Local Government Executive Roles 33 Reformism in American Government 33 City Manager Role Perceptions 46 Page vi Political Leadership 52 Chief Executive Roles in the Mid-1980s 59 Comparison with Wright's 1965 Findings 65 Conclusions about the 1985 Study 67 Summary 68 Chapter Four: Not Enough Hours in a Day 71 Long Hours 71 Time Allocation 72 Varied Roles and Fragmented Activities 78 Demands, Foci, and Activities in Executive Work 85 Control over Time 99 Summary 101 Chapter Five: Analysis of Time Allocation Patterns 103 Correlation 103 Demands 104 Foci of Work 105 Work Activities 110 Relationships across Work Dimensions 111 Summary 115 Chapter Six: Explaining Variations in the Work of Local Government Executives 117 Level of the Job 118 Public versus Private 121 Organization Size 122 Managerial Level 125 Managerial Dyads 126 Page vii Alternate Explanations for Work Variations 131 Summary 140 Chapter Seven: Time Management 143 Where Does the Time Go?