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Compact case
Published by: Harvard Kennedy School
Published in: 1989

Abstract

This series of hypothetical cases, written for executive training programs for new mayors, frame the quintessential problems faced by municipal chief executives. These include labor relations and negotiations with a public employees union, the question of the degree to which political influence should be extended to influence the tactics and mission of a city agency staffed by people who view themselves as professionals, and the trade-offs and strategic options that arise when a chief executive must cut back a budget. These cases explore the mandates and limits of political power through tightly focused decision-forcing narratives.

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Abstract

This series of hypothetical cases, written for executive training programs for new mayors, frame the quintessential problems faced by municipal chief executives. These include labor relations and negotiations with a public employees union, the question of the degree to which political influence should be extended to influence the tactics and mission of a city agency staffed by people who view themselves as professionals, and the trade-offs and strategic options that arise when a chief executive must cut back a budget. These cases explore the mandates and limits of political power through tightly focused decision-forcing narratives.

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