By Dr David N Ammons, Charldean Newell
This examine explores the paintings lifetime of mayors, urban managers, and different most sensible executives in urban executive. in response to a survey of 527 urban executives and enlivened with various anecdotes, the ebook files time allocation styles and paintings workouts.
City Executives makes comparisons with earlier stories to teach how urban executives evaluate with managers in different sorts of businesses. The authors additionally be aware 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 speed, are often interrupted of their paintings, and are normally overburdened. despite the fact that, simply because urban staff function in an atmosphere open to public scrutiny, they're left with just a minority in their specialist time to take care of issues that they describe as priorities. as a substitute, they have to continuously reply to intergovernmental calls for, emergencies, and the wishes of electorate and legislative officers.
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Additional info for City executives: leadership roles, work characteristics, and time management
26 The executive, as well as lower-level bureaucrats, draws on the support of "interested others," knowledge, and skills in personal leadership and persuasion. 27 The public organization is different from the private on a variety of dimensions with important behavioral ramifications conceivably reflected in time allocation patterns. The discovery of substantially greater amounts of time spent by the public sector executive in dealing with Page 16 diverse outside interests and contending with external efforts to dominate organizational goals is a plausible expectation.
I am still looking for that man, and I am beginning to believe that he doesn't exist. 37 On the other hand, Dianne Feinstein of San Francisco, recognized by one national panel as the country's best mayor in 1987, asserts the importance of the management function to effective public sector leadership. My belief is that the executive branch of governmental service, whether it be local, state, or national, should be managerial. The days of a hale fellow well-met, whether it be a mayor, governor, or president, are over.
The traits listed below, drawn from studies of public- and private-sector executives, are some of the attributes most frequently associated with effective leadership. They describe characteristics of successful public-sector executives at the helms of such diverse organizations as cities, federal agencies, hospitals, and school districts, and private-sector executives representing an array of industries ranging from high technology to manufacturing, from financial services to leisure services. The situations in which executives operate vary greatly.
City executives: leadership roles, work characteristics, and time management by Dr David N Ammons, Charldean Newell