In their book, Managing America's Small Communities, David Folz and P. Edward French examine the relevant trends, executive behavior, service quality, and service performance measurement in small communities. The theme is the value added to small communities that evidence professionalism in administration. Professional managers base service strategies on needs rather than demands, emphasize long-term community interests, promote equality, and advance citizen participation. The findings show that city managers are more extensively engaged than mayors in governmental process decisions and help to advance the level of service quality in small communities.…mehr
In their book, Managing America's Small Communities, David Folz and P. Edward French examine the relevant trends, executive behavior, service quality, and service performance measurement in small communities. The theme is the value added to small communities that evidence professionalism in administration. Professional managers base service strategies on needs rather than demands, emphasize long-term community interests, promote equality, and advance citizen participation. The findings show that city managers are more extensively engaged than mayors in governmental process decisions and help to advance the level of service quality in small communities.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Chapter 1 Introduction Part 2 Why Study Small Communities? Part 3 Purpose of the Book Part 4 Data and Methods Part 5 Plan for the Book Chapter 6 Profile of Small Communities and Chief Executives Part 7 Demographic Trends in Small Communities Part 8 Structural Features of Small Town Governments Part 9 The Chief Executives of Small Communities Part 10 The Issues That Concern Small City Chief Executives Part 11 Summary Chapter 12 Executive Behavior and Decision Making Part 13 Role Emphases and Time Allocation Among Chief Executives Part 14 Executive Involvement in the Governmental Process Part 15 Patterns of Consultation in Decision Making by Executives Part 16 The Influence of Local Interest Groups on Executive Decisions Part 17 Summary Chapter 18 Measuring and Comparing Municipal Service Quality Part 19 The Concept of Service Quality Part 20 The Two Dimensions of Service Quality Part 21 Conceptual Model of Service Quality Part 22 The Service Performance Gap Part 23 The Service Delivery Gap Part 24 The Knowledge, Service Design and Communication Gaps Part 25 The Value of Measuring Input Service Quality Part 26 Indicators of Input Service Quality Part 27 Police Services Part 28 Fire Protection Services Part 29 Building Code Enforcement Services Part 30 Solid Waste Recycling Part 31 Input Service Quality Levels Among Small Communities Part 32 Explaining Differences in Input Service Quality Part 33 Summary Chapter 34 Measuring and Comparing Municipal Service Performance Part 35 Approaches to Performance Benchmarking Part 36 Types of Measures Used in Assessing Service Performance Part 37 Municipal Benchmarking Projects Part 38 The ICMA Benchmarking Project Part 39 The Northwest Municipal Conference Projects Part 40 The North Carolina Benchmarking Project Part 41 The South Carolina Benchmarking Project Part 42 The Tennessee Benchmarking Project Part 43 Lessons from the Municipal Benchmarking Projects Part 44 Implications of Benchmarking Projects for Small Communities Part 45 Summary Chapter 46 Conclusion Part 47 Directions for Future Research Part 48 Appendix A: Measures Used for Police, Fire, Solid Waste and Recycling Services in Municipal Benchmarking Projects Part 49 Appendix B: Financial Data Collection Forms for the Tennessee Municipal Benchmarking Project
Chapter 1 Introduction Part 2 Why Study Small Communities? Part 3 Purpose of the Book Part 4 Data and Methods Part 5 Plan for the Book Chapter 6 Profile of Small Communities and Chief Executives Part 7 Demographic Trends in Small Communities Part 8 Structural Features of Small Town Governments Part 9 The Chief Executives of Small Communities Part 10 The Issues That Concern Small City Chief Executives Part 11 Summary Chapter 12 Executive Behavior and Decision Making Part 13 Role Emphases and Time Allocation Among Chief Executives Part 14 Executive Involvement in the Governmental Process Part 15 Patterns of Consultation in Decision Making by Executives Part 16 The Influence of Local Interest Groups on Executive Decisions Part 17 Summary Chapter 18 Measuring and Comparing Municipal Service Quality Part 19 The Concept of Service Quality Part 20 The Two Dimensions of Service Quality Part 21 Conceptual Model of Service Quality Part 22 The Service Performance Gap Part 23 The Service Delivery Gap Part 24 The Knowledge, Service Design and Communication Gaps Part 25 The Value of Measuring Input Service Quality Part 26 Indicators of Input Service Quality Part 27 Police Services Part 28 Fire Protection Services Part 29 Building Code Enforcement Services Part 30 Solid Waste Recycling Part 31 Input Service Quality Levels Among Small Communities Part 32 Explaining Differences in Input Service Quality Part 33 Summary Chapter 34 Measuring and Comparing Municipal Service Performance Part 35 Approaches to Performance Benchmarking Part 36 Types of Measures Used in Assessing Service Performance Part 37 Municipal Benchmarking Projects Part 38 The ICMA Benchmarking Project Part 39 The Northwest Municipal Conference Projects Part 40 The North Carolina Benchmarking Project Part 41 The South Carolina Benchmarking Project Part 42 The Tennessee Benchmarking Project Part 43 Lessons from the Municipal Benchmarking Projects Part 44 Implications of Benchmarking Projects for Small Communities Part 45 Summary Chapter 46 Conclusion Part 47 Directions for Future Research Part 48 Appendix A: Measures Used for Police, Fire, Solid Waste and Recycling Services in Municipal Benchmarking Projects Part 49 Appendix B: Financial Data Collection Forms for the Tennessee Municipal Benchmarking Project
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