council-manager style of government

Examples of council-manager style of government in the following topics:

• Efficiency

  • One example of Progressive reform was the rise of the city-manager system, in which paid, professional engineers ran the day-to-day affairs of city governments under guidelines established by elected city councils.
  • City governments were reorganized to reduce the power of local ward bosses, and to increase the powers of the city council.
  • This system is part of the council-manager style of government.
  • Under the council–manager form of government for municipalities, the elected governing body (commonly called a "city council," "city commission," "board of aldermen," or "board of selectmen") is responsible for the legislative function of the municipality such as establishing policy, passing local ordinances, determining voting appropriations, and developing an overall vision.
  • A major influence on this efficient style of governing was the "Scientific Management" movement.

• Civilizing the City

  • Progressivism led to a shift in city governance from a mayor and an ineffective council to a stronger council or commission structure.
  • The system whereby a city was governed by a powerful mayor and council was replaced by the council-manager or the commission system.
  • Under the council-manager system, the council would pass laws while the manager would ensure their execution.
  • The manager served essentially as a weak mayor.
  • Under the commission system, the executive would be composed of people who each controlled one area of government.

• Progressive Government: City and State

  • At the urban level, progressivism mainly affected municipal government.
  • The system whereby a city was governed by a powerful mayor and council was replaced by the council-manager, or the commission system.
  • Under the council-manager system, the council would pass laws, while the manager would ensure their execution.
  • The manager was essentially a weak mayor.
  • Under the commission system, the executive would be composed of people who each controlled one area of government.

• Management in Different Types of Business: For-Profit, Non-Profit, and Mutual-Benefit

  • Managers must adjust their management style to fit the type of organization.
  • Management style is influenced by the goals and purpose of the organization, which are in large part established by the type of business being managed.
  • Managing volunteers is different than managing employees, as there is essentially no contract or agreement governing the relationship.
  • While every organization poses different challenges, effective managers consider the type of organization and adjust their style to fit those circumstances.
  • Management styles vary among types of organizations, but they still follow the main steps of planning, organizing, directing, and controlling.

• The European Central Bank

  • The Governing Council decides and formulates monetary policy for the European Central Bank and is similar to the Board of Governors of the Federal Reserve System.
  • The European Council consists of heads of state of the EU member countries.
  • President of the Executive Council also becomes the president of the Governing Council.
  • Country's central banks remain independent of the EU, and the top official of a central bank in the Eurozone is a governor and a member of the Governing Council.
  • Currently, 17 EU countries adopted the euro, which means the Governing Council has 17 Governors.

• The English Protectorate

  • Power in the early Commonwealth was vested primarily in the Parliament and a Council of State.
  • The social priorities did not, despite the revolutionary nature of the government, include any meaningful attempt to reform the social order.
  • Richard was unable to manage the Parliament and control the army.
  • In May, a Committee of Safety was formed on the authority of the Rump Parliament, displacing the Protector's Council of State, and was in turn replaced by a new Council of State.
  • 'Oliver P,' standing for Oliver Protector, similar in style to English monarchs who signed their names as, for example, 'Elizabeth R' standing for Elizabeth Regina.

• Structure of the Directory

  • The Constitution of 1795 created the Directory with a bicameral legislature consisting of the Council of Five Hundred (lower house) and the Council of Ancients (upper house).
  • Besides functioning as legislative bodies, the Council of Five Hundred proposed the list, out of which the Council of Ancients chose five Directors, who jointly held executive power.
  • The members of the upper house, the Council of Ancients, were chosen by lot from among all of the deputies.
  • On October 31, 1795, the members of the Council of Five Hundred submitted a list of candidates to the Council of Ancients, which chose the first Directory.
  • The government could only cover its expenses through the plunder and the tribute of foreign countries.

• Summary and references

  • Federal Financial Institutions Examination Council (FFIEC).
  • It is distinguished by its logical organization, superior pedagogy, and clear, non-technical writing style.
  • It also has unique chapters on multinational treasury management, options on real assets, corporate governance, asset pricing, and international portfolio management.
  • Focusing on shareholder wealth maximization, international aspects of financial management, ethics, and the impact of the Internet, this introductory textbook covers: determinants of value; capital investment decisions; the cost of capital, capital structure, and dividend policy; and, working capital management and financial forecasting.
  • The authors are scholars of management and investment consultants.

• Leadership

  • Traditional leadership structures in Africa are as diverse as the continent itself, making it impossible to describe an "African" style of leadership.
  • The many provinces were often governed by lesser relatives of the king, and sub-provinces were governed by royal appointees or locally dominant families.
  • Many African communities were governed and administered by a council of elders.
  • The council would be responsible for mediating conflict, governing the town, and making all important decisions within the community.
  • Elders in Dan society often wore masks that served as agents of social control, enforcing the council's rules and orders.

• The Contingency Viewpoint

  • The contingency viewpoint of management proposes that there is no standard for management; instead, management depends on the situation.
  • The contingency approach claims that past theories, such as Max Weber's bureaucracy theory of management and Taylor's scientific management, are no longer practiced because they fail to recognize that management style and organizational structure are influenced by various aspects of the environment, known as contingency factors.
  • Debating which one of the previous approaches to management is the "best" approach is irrelevant in contingency theory, since the heart of the contingency approach is that there is no "one best way" for managing and leading an organization.
  • There are, however, common contingencies that businesses must react to, including technology, competition, governments, unions, consumer interest groups, new markets and consumers, and economic factors.
  • Fred Fiedler takes this a step further to identify three leadership styles and empirical situation measurements to assess the degree of favorability a given contingency offers: