Dr.James Thurmond

Thurmond

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PUBL 6397 Urban Management

Introduction

Even though a public organization has a longer life than most private organizations (from a human lifespan perspective, it is forever!), it is similar in several ways to private organizations that produce services or products. In order for its elected officials and top managers to survive politically, the public organization must produce efficiently and effectively. This requires adherence to similar management criteria and techniques used by private organizations. The big difference, however, is that a public organization must consider democratic values such as equity, inclusiveness, individual rights, and representation in its decisionmaking process. Simply put, the public organization has many more constraints than a private organization.

This course will focus on effectively and efficiently managing an urban governmental organization within its constraints and within inter-organizational arrangements. The course will include a combination of practice and theory in case studies, readings, class discussions, and class papers. In the end, you should be better prepared to manage an urban governmental organization.

Learning Outcomes

  • Review workings of urban administration as related to management, the organizational framework, administration and policymaking, internal and external management, administrative and democratic theory, and civic infrastructure.
  • Link the content of the course, both theory and practice, with your own experiences.
  • Improve your understanding of urban management.
  • Prepare you for urban management.

Requirements for the Course

  • Read the assignments and carefully prepare for each class.
  • Regularly participate in seminar discussions based upon the readings and your experience.
  • Turn in graduate-level quality papers on time. Papers will be due at the beginning of class. Late papers will be dropped one letter grade
    • Two papers (4 - 6 pages each)
    • Case study presentation (E-mail your recommendation for the case study to me in a two page Memo by 9 AM the day of the class. Make a 10 – 15 minute class presentation to the class. Treat the class as the city council – i.e., sell your recommendation to them.).
    • One exam – take home paper at the end of semester.
  • Refer to Publication Manual of the American Psychological Association (APA Manual) for guidance on paper formats. (Web site)

Grading

  • Class participation 10%
  • Case study 30%
  • February paper 20%
  • April paper 20%
  • Final 20%

Statement on Academic Dishonesty

Presenting the words or works of others as your own is plagiarism, is dishonest, and is a violation of the University Policy on Academic Honesty. Please review this policy

Required Textbooks

Morgan, David, Robert England, and John P. Pelissero (2007). Managing Urban America, 6th edition, CQ Press: Washington D.C.

Outline and Assignments

January 25: Introduction –Theories, Practice, Public Service, and Overview of the Course

  • Lynn, Laurence E., Jr. (1993) Theory in Public Management. In Public Management, Bozeman, Jossey-Bass: San Francisco, 13-15.
  • Jennings, Jr., Edward T. (2006 October) Skills of the transformed public administrator. PA Times.
  • Minaya, Zeke and Monica Guzman (2005, November 19). Call-takers fired for missing work during hurricane . and Christian, Carol (2005, October 13). Eight city workers will fight Baytown firings. Houston Chronicle.
  • Morgan et al. (2007). Chapter 8. The Management Process: Theory and Practice, 223-232. In Managing Urban America.
  • Moynihan, Donald P. and Sanjay K. Pandey. 2007. The Role of Organizations in Fostering Public Service Motivation. Public Administration Review, 40-53.
  • Nalbandian, John (2002). Theory or Practice. In Educating the City Manager of the Future, Kansas University, pp. 14-16.
  • Piskulich, Michelle and David Swindell. 2007. Skills Most Valued in Managerial Employees. PA Times, Education Supplement, October, 3-4.
  • Shields, Patricia (2003). A Pragmatic Teaching Philosophy. Journal of Public Affairs Education, p. 9, 4th and 5th paragraphs (“theory as a tool”).

 

January 28: What is public management? What does a manager do?

  • Mintzberg, Henry (1973). Managerial Work. In The Nature of Managerial Work.
  • The Administrative Balancing Act. In First-Time Administrators Handbook (2000) International City/County Management Association, Washington D.C. pp. 2-3.
  • Morgan et al. (2007). Better Management is not enough, 23-26; What do they do? 100-101; The Job of the Urban Manager, 321-322; and Managing Politics, 326-330. In Managing Urban America.
  • Nalbandian, John (2002). Educating the City Manager of the Future, Kansas University, pp. 2-14.
  • Newell, Charldean and David N. Ammons (1987). Role Emphases of City Managers and Other Municipal Executives. Public Administration Review, pp. 246-253.
  • Walters, Jonathan (2005 July). Open Season on Middle Managers. Redefining “Manager.” In Governing, pp. 5-7.
  • Morgan, Douglas, et al. (1996) What middle managers do in local governments: stewardship of the public trust and the limits of reinventing government. Public Administration Review. 56, 4, 359-366.
  • Shalala, Donna E. (1998). Are large public organizations manageable? Public Administration Review. 58, 4, 284-289.
  • Powell, Colin (1995). Maxims and C. Powell’s Rules. In My American Journey. Ballantine Books, NY. p. 40 and p. 603.
  • Newell, Charldean and David N. Ammons (1989). City Executives: Leadership Roles, Work Characteristics, and Time Management, University of NY Press, p. 30 & 31 (table 2-1), pp. 1-4 (Introduction), pp. 9-14, and Chapter 4 pp. 71-101.

 

February 4: The context of urban management

  • Morgan et al. (2007). Introduction: American Cities Continue to Change and Evolve, 1-5; Chapter 2 Cities and the System of Intergovernmental Relations, 32-56; Forms of City Government, 68-75. In Managing Urban America.
  • Banovetz, James M. (1998). The Nature of Local Government. In Managing Local Government: Cases in Decision Making. ICMA, Washington D.C., pp. 3-11.
  • Griesemer, James R. (1990 Sept.). Restoring Relevance to Local Government Management. Public Management, ICMA, Washington D.C., pp. 7-12.
  • Nalbandian, John (2002). The Context. In Educating the City Manager of the Future, pp. 3-6.
  • Newell and Ammons (1989) In What Environment Do they Do it? In City Executives: Leadership Roles, Work Characteristics, and Time Management, University of NY Press, pp. 14-18.
  • Salamon, Lester M. (2002). Chapter 22. The Tools Approach and the New Governance: Conclusion and Implications. In The Tools of Government, Oxford University Press, NY, pp. 600 - 611.
  • Case Study: Banovetz (1998). Providing a municipal ambulance service. In Managing Local Government: Cases in Decision Making, ICMA, Washington D.C., pp. 121 - 130.

 

February 11: : Roles in the urban governmental structure -- elected officials, appointed officials, advisory boards, policymaking boards, the public, etc.

  • Morgan et al. (2007). Better Management is not enough, 23-26; Chief Executive, 92-108; and Budget Process, 301-303. In Managing Urban America.
  • Nalbandian, John (1999). Facilitative Role. In Facilitating Community, Enabling democracy: New Roles for Local Government Managers Public Administration Review, 59, 3, pp. 190-194.
  • Newell and Ammons (1989). City Executives: Leadership Roles, Work Characteristics, and Time Management, University of NY Press, pp. 46 - 69.
  • Banovetz (1998) Professionals, elected officials, and the public. In Managing Local Government: Cases in Decision Making, ICMA, Washington D.C., pp. 7-8.
  • Selden, Sally Coleman, Jeffrey L. Brudney, and J. Edward Kellough (1998). Bureaucracy as a Representative Institution: Toward a Reconciliation of Bureaucratic Government and Democratic Theory, American Journal of Political Science. Vol. 42, pp. 717-744.
  • Case Study: Banovetz (1998) Housing the Homeless in Willow County. In Managing Local Government: Cases in Decision Making, ICMA, Washington D.C., pp. 82 – 91.

 

February 18: Leadership and conflict

  • Leadership:
    • Avramis, Rick M. (N.D.) Collin Powell -- Leadership Primer, Retrieved August 2005 from Internet.
    • Behn, Robert D. (1998) What Right Do Public Managers Have to Lead? Public Administration Review, Vol. 58, No. 3, 209-224.
    • Newell and Ammons (1989). City Executives: Leadership Roles, Work Characteristics, and Time Management, University of NY Press, pp. 9 - 29.
    • Morgan et al. (2007).Leadership, 232-238, 319-326. In Managing Urban America.
    • Olshfski, Dorothy. (1990). Politics and leadership: political executives at work. Public Productivity and Management Review, Spring 1990, 225-243.
  • Conflict:
    • Buntz, C. Gregory. The Public Managers as Dispute Resolver: A Cluster Review. Journal of Public Administration Research and Theory, Vol. 1, No. 1, pp. 104-110.
    • Caudron, Shari (2000 February). Keeping Team Conflict Alive, Public Management, ICMA, Washington D.C., pp. 5 – 9.
    • Ihrke, Douglas M. and M. Scott Niederjohn (2005) Conflict on City Councils in Wisconsin. Journal of Urban Affairs, Vol. 27, pp. 453-462.
    • Lan, Zhiyong (1997). A Conflict Resolution Approach to Public Administration. Public Administration Review, Vol. 57, No. 1, pp. 27 - 35.
    • Pammer, William J. 1999. Conflict Management and Resolution in Cities. State and Local Government Review, 158-161.
    • Thurmond, James (1975). The Importance of Conflict Management. Unpublished.
  • Case Study: Banovetz (1998). Fire or be Fired. In Managing Local Government: Cases in Decision Making, ICMA, Washington D.C., pp. 220 - 227.

 

February 25: Policymaking and Decisionmaking in urban government

  • Morgan et al. (2007). Systems Analysis and Local Policymaking 14-23; Urban Policymaking 85-92 Council Manager Relations 105-108; Bureaucracy and Policy 108-115; and Chapter 6 Decisionmaking and Analysis 152-182. In Managing Urban America.
  • Jones, Charles O. (1977). Public Policy.
  • Peterson, Paul E. (1981). Chapter 3, The Three Policy Arenas. In City Limits, The University of Chicago Press, pp. 41-65.
  • Weick , Karl E.. 1993. The Collapse of Sense Making in Organizations: The Mann Gulch Disaster. Administrative Science Quarterly, 38, 4, 628-652.
  • Case Study: Banovetz (1998).Unknown Taxpayer preferences. In Managing Local Government: Cases in Decision Making, ICMA, Washington D.C., pp. 35-46.

 

March 4: Sense of Community/Civic infrastructure/Civic culture

  • McCaleb, Gary D. (2001). The Gift of Community, Hillcrest Publishing, Abilene, TX.
  • Civic Infrastructure – What is it? (2000) In Chapter 5 The Community Visioning and Strategic Planning Book, Denver, Colorado: National Civic League Press, pp. 28 – 34. (Saved as NCL on CD.)
  • Tolbert, Charles M., Michael D. Irwin, Thomas A. Lyson, and Alfred R. Nucci, (2002). Civic Community in Small-Town America: How Civic Welfare Is Influenced by Local Capitalism and Civic Engagement. Rural Sociology, pp. 90-113.
  • Swindell, David (2000). Issue Representation in Neighborhood Organizations: Questing for Democracy at the Grassroots. Journal of Urban Affairs, Vol. 22, No. 2, pp. 123 – 137.
  • Chaskin, Robert J. and Ali Abunimah (1999). A View From the City: Local Government Perspectives on Neighborhood-Based Governance in Community-Building Initiatives. Journal of Urban Affairs, Vol. 21, No. 1, pp. 57-78.

 

March 11: Performance: Efficiency and Effectiveness

  • Behn, Robert D. 2003. Why Measure Performance? Different Purposes Require Different Measures. Public Administration Review. 63, 5, 586-606.
  • Heinrich, Carolyn J. 1999. Do Government Bureaucrats make Effective Use of Performance Measurement? Journal of Public Administration Research and Theory, 9, 3, 363-393.
  • Morgan et al. (2007). Measuring efficiency and effectiveness of urban services 187-199; Implementing and Evaluating Urban Programs 210-217; and Managing for Results 238-252. In Managing Urban America.
  • Benjamin, Matthew (2003, February 24). Fads for Any and All Eras. US and News & World Report, pp. 74-75.
  • Stumm, Theodore J. and Matthew T. Corrigan (1998). City Managers: Do They Promote Fiscal Efficiency? Journal of Urban Affairs, Vol. 19, No. 3, pp. 343-351.
  • Ingraham, Patricia Wallace (2005). Performance: Promises to Keep and Miles to Go. Public Administration Review, Vol. 65, No. 4, pp. 390 – 395.
  • Heikkila, Tanya and Kimberley Roussin Isett. 2007. Citizen Involvement and Performance Management in Special-Purpose Governments. Public Administration Review. 238-248.
  • Case Study: Banovetz (1998). Efficiency, Effectiveness, and Patronage. In Managing Local Government: Cases in Decision Making, ICMA, Washington D.C., pp. 47 - 55.

 

March 18: Spring Break

 

March 25: Implementation

  • Morgan et al. (2007). Goals for Service Delivery 186-187; Equity of Services and Responsiveness 199-204; and Alternative Service Delivery 204-210. In Managing Urban America.
  • Foster, Kathryn A. (1997). Regional Impulses. Journal of Urban Affairs, 19, 4, pp. 375-383 and 396-399.
  • Salamon, Lester M. (2002). Chapter 1. The New Governance and the Tools of Public Action. In The Tools of Government, Oxford University Press, NY, pp. 1 – 41.
  • Thompson, Lyke (1997). Citizen Attitudes about Service Delivery Modes. Journal of Urban Affairs, Vol. 19, No. 3, pp. 291-302.
  • Riccucci, Norma. M. 2005. How Management Matters. Washington, D.C.: Georgetown University Press.
  • Thurmond, James (2005) Implementation In City Government. Unpublished.
  • Case Study: Banovetz (1998).The Human Side of Privatization. In Managing Local Government: Cases in Decision Making, ICMA, Washington D.C., pp. 173-182.

 

April 1: Human Resources

  • Morgan et al. (2007). Chapter 9 Managing Human Resources 257-285. In Managing Urban America.
  • Behr, Joshua G. 2000). Black and Female Municipal Employment: A Substantive Benefit of Minority Political Incorporation. Journal of Urban Affairs, Vol. 22, No. 3, pp. 243-264.
  • French, P. Edward. 2008. Employment Laws and the Public Sector Employers: Lesson to Be learned from a Review of Lawsuits Filed against Local Governments. Public Administration Review. 69, 1, 92-103.
  • Im, Tobin. 2008. An Exploratory Study of Time Stress and Its Causes among Government Employees. Public Administration Review. 69, 1, 104-115.
  • Meier, Kenneth J. and Jill Nicholson-Crotty. 2006. Gender, Representative Bureaucracy, and Law Enforcement: The Case of Sexual Assault. Public Administration Review. 850-860.
  • Case Study: Banovetz (1998). Replacing the Police Chief. In Managing Local Government: Cases in Decision Making, ICMA, Washington D.C., pp. 15 - 24.

 

April 8: Economic Development

  • Morgan et al. (2007). The Expansion of Eminent Domain, 130 and Urban Economic Development, 135-147. In Managing Urban America.
  • Clarke, Wes and Jennifer Evans (1999). Development Impact Fees and the acquisition of Infrastructure. Journal of Urban Affairs, Vol. 21, No. 3, pp. 281-288.
  • O’Donnell, Edward. (2007 April) Infrastructure: The Catalyst for Successful and Sustainable Economic Development. PA Times. pp. 5-6.
  • Leo, Christopher and Wilson Brown (2000). Slow Growth and urban Development Policy. Journal of Urban Affairs, Vol. 22, No. 2, pp. 193-213.
  • Sullivan, Daniel Monroe and Gary Paul Green (1999). Business Subsidies and Municipal Controls. Journal of Urban Affairs, Vol. 21, No. 3, pp. 267-280.
  • See Peterson (February 25 readings) • Case Study: Banovetz (1998). Goodbye, Sampson, Inc.? In Managing Local Government: Cases in Decision Making, ICMA, Washington D.C., pp. 108 - 115.

 

April 19: Inter-organizational Collaboration

  • Brown, Trevor L. and Matthew Potoski. 2003. Transaction Costs and Institutional Explanations for Government Service Production Decisions. Journal of Public Administration Research and Theory, 13, 4, 441-468.
  • Conlan, Tim. 2006. From Cooperative to Opportunistic Federalism: Reflections on the Half-Century Anniversary of the Commission on Intergovernmental Relations. Public Administration Review, 663-676.
  • Mandell, Myrna P. 1990. Network Management: Strategic Behavior in the Public Sector. Chapter 2 in Managing Intergovernmental Policies.
  • McGuire, Michael. 2002. Managing Networks: Propositions on What Managers Do and Why They Do It, Public Administration Review, 62, 5, 599-609.
  • McGuire, Michael. 2006. Intergovernmental Management: A View from the Bottom. Public Administration Review, 677-679. [response to Conlan’s article]

 

April 22 and 29: Nuts and Bolts

  • Ethics:
    • o Morgan et al. (2007). Ensuring Ethical Behavior, 330. In Managing Urban America.
    • ICMA Code of Ethics, ICMA, Washington, D.C. (Also, see Banovetz (1998). Appendix In Managing Local Government: Cases in Decision Making, ICMA, Washington D.C., p. 231.)
  • Property Tax
    • Steinacker, Annette (2005) Book review. The Homeowner Hypothesis: How Home Values Influence Local Government Taxation, School Finance, and Land-Use Policies. Journal of Politics, 67, 2, pp. 616 – 621.
  • Media Relations (note: all items but Dreier are saved in New Media ):
    • Dreier, Peter (2005) How the Media Compound Urban Problems. Journal of Urban Affairs, Vol. 27, No. 2, pp. 193 – 201.
    • Shelton & Caudle Inc. (1994) What Reporters Want to Know. (Class handout)
    • Richards, Don. R. (1994 Fall) Disaster reporting poses problem for media. The Freedom of Information Foundation of Texas mail-out brochure, Dallas, TX.
    • Know What to Say (1996, October) County Progress Magazine.
    • Anderson, Kare (2001 October) Turning a Public Crisis Around. Public Management, Washington, D.C.: ICMA, pp. 18 – 21.
  • Meetings:
    • McGuire, Jerry S. (1994). How Managers Make Department Head Meetings Work [Presentation at TCMA in Waco, TX]
    • Baker, William H., H. Lon Addams, and Brian Davis (2005). Critical Factors for Enhancing Municipal Public Hearings. Public Administration Review, Vol. 65, No. 4, pp. 490-499.
    • Newell and Ammons (1989). Meeting Meetings Head-On. In City Executives: Leadership Roles, Work Characteristics, and Time Management, University of NY Press, pp. 151 - 152.
    • Parliamentary Procedure: Knight, Linda (July 2005) Being Aware of the Key Rules [TML presentation]
    • Open Meetings/Open Records: 2006 Texas Open Meetings Handbook, Attorney General of Texas (www.oag.state.tx.us/opinopen/og_resources.shtml)
  • Emergency Management:
    • Schneider, Saundra K. (2005) Administrative Breakdowns in the Governmental Response to Hurricane Katrina. Public Administration Review, Vol. 65, No. 5, pp. 515 – 516.
    • Morgan et al. (2007). Managing the 21st Century at-risk city, 331-333. In Managing Urban America.
  • Checklist, Manager/Council Communication. (Date unknown). In Public Management, ICMA.
  • Checklist, Warning Signs and Strategies: When the C-M Relationship Is In Trouble. (Date unknown). In Public Management, ICMA.