Suchergebnisse

Introduction-and a pop quiz -- Administrative ethics : ideas, sources, and development -- Refining the sense of duty : responsibilities of public administrators and the issue of agency -- Reinforcing and enlarging duty : the philosophical bases of ethical behavior and the ethics triangle -- Codifying duty and ethical perspectives : professional codes of ethics -- Undermining duty : challenges to the ethical behavior of public administrators -- Overcoming challenges and deciding how to act responsibly : ethical analysis and problem solving -- Acting on duty in the face of uncertainty and risk : responsible whistleblowing -- Mandating duty : external measures to promote ethics -- Elevating ethical behavior in the organization -- Public affairs education and ethics -- Conclusion : the duties of public administrators.

Intro -- Contents -- 1. Introduction: The Governmental Process in Cities -- The Governmental Process -- Four Dimensions of the Governmental Process -- Division of Leadership Responsibilities -- Overview -- 2. Patterns of Conflict and Cooperation in Mayor-Council and Council-Manager Governments -- Two Patterns of Interaction -- The Bases of Conflict and Cooperation -- Characteristics of the Patterns -- Forms of Government and Patterns of Interaction -- Implications for the Study of Official Leadership -- 3. The Significance of Structure -- Governmental Structure, Process, and Consequences -- Division of Responsibility and Form of Government -- Summary of Conceptual Framework -- 4. Mayors: Driving Force Versus Guiding Force -- Perspectives on the Mayoralty -- Resources for Leadership -- Mayor-Council Mayors: Roles and Types of Executive Leadership -- Council-Manager Mayors: Roles and Types of Facilitative Leadership -- Conclusion -- 5. Councils: Counterweight Versus Senior Partner -- Perspectives on Council Roles I: Representation -- Selection and Characteristics of Council Members -- Council Members' Background and Motivation to Serve -- Perspectives on Council Roles II: Governance and Supervision -- Variation in Council Contributions -- Conclusion -- 6. Administrators: Servants, Knaves, or Responsible Professionals? -- Perspectives on Urban Bureaucracy -- Characteristics and Roles of Urban Administrators -- Values of Urban Administrators -- Ethical Obligations of Urban Administrators -- Conclusion -- 7. Conclusion: Improving the Quality of Urban Governance and Management -- Summary of Major Points -- Decreasing Conflict/Promoting Cooperation -- Transfer of Constructive Practices Between Forms of Government -- Consequences of Patterns of Interaction for City Government -- Appendix -- Table A-1. Comparison of Paired Cities.

This work examines the roles of mayors, council members and administrators in the American urban governmental process and seeks to identify ways to improve the performance of these key figures.

Establishing a code of ethics has been a challenge in public administration. Ethics is central to the practice of administration, but the broad field of public administration has had difficulty articulating clear and meaningful standards of behavior and developing a means of upholding a code of ethics. Although a number of specialized professional associations in public service adopted codes, starting with the International City/County Management Association in 1924 and others after 1960, the full range of public administrators did not have an association to represent them until the American Society for Public Administration (ASPA) was founded in 1939. Despite early calls for a code of ethics in ASPA, the first code was adopted in 1984, with revisions in 1994, but neither code had a process for enforcement. A new code approved in 2013 builds on the earlier codes and increases the prospects for ASPA to work with other professional associations to broaden awareness of the ethical responsibilities to society of all public administrators.

The Winter Commission report of 1993 stressed cities with the mayor‐council form of government and emphasized removing barriers to executive authority in large cities. In order to assess and update the report, it is important to recognize that a majority of cities with populations over 100,000 use the council‐manager form, in which restrictions on the executive and fragmented authority are unlikely to be present because of the constitutional principles on which the form is based. There has been progress toward improved leadership in both forms of government and substantial management change, including the incorporation of reinventing government and e‐government practices, and large counties are more likely to have an elected or appointed executive. An emerging issue not considered by the commission but in line with its purpose is the increasing challenge of governing expanding metropolitan and megapolitan regions.

Dwight Waldo's conception of the politics–administration question might be better understood as a "relationship" that contains elements of separation and intermixture rather than a "dichotomy," according to this author‐commentator.To suggest that Waldo came to support the dichotomy presumes agreement about the meaning of the concept that is missing in Waldo's writings and in the public administration literature.