Reinventing Government: City Manager Attitudes and Actions

With the aim of helping move research from rhetoric to empirical reality, this article reports results of a national survey of city managers on attitudes towards and actions taken to implement principles of reinventing government. A large majority of managers support key principles of reinvention. A...

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Bibliographic Details
Published in:Public administration review 2000-11, Vol.60 (6), p.535-548
Main Authors: Kearney, Richard C., Feldman, Barry M., Scavo, Carmine P.F.
Format: Article
Language:English
Subjects:
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Administrative reform
Analysis
Attitude surveys
Attitudes
Bureaucracy
Business management
Case Studies
Cities
City halls
City managers
City politics
Civil service reform
Councils
Customer services
Decentralization
Election results
Employees
Empowerment
Experimental/theoretical
Federal Programs
Government
Government agencies
Government budgets
Government programs
Governmental reform
Holistic Approach
Local elections
Local government
Management
Management principles
Managers
Municipal government
Municipal governments
National Surveys
Organizational behavior
Organizational change
Performance management
Political aspects
Political theory
Politics
Private Sector
Public administration
Public management
Public sector
Public servants
Regression analysis
Reinventing Government: An Assessment and Critique
Report Cards
State Surveys
Student Records
Total quality
Total Quality Management
United States
Urban government
Urban Problems
Citations: Items that cite this one
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Description
Summary:With the aim of helping move research from rhetoric to empirical reality, this article reports results of a national survey of city managers on attitudes towards and actions taken to implement principles of reinventing government. A large majority of managers support key principles of reinvention. A smaller proportion of managers has taken actions to recommend adoption of reinvention programs in their budget proposals to council. Managers' action-taking is influenced by certain characteristics of city managers, their communities, and their governments, including managers' attitudes and experiences, slack resources, and region.
ISSN:0033-3352
1540-6210
DOI:10.1111/0033-3352.00116