INTERPERSONAL DYNAMICS OF THE MANAGER'S ROLE

• NCJ Number: 14768
• Journal: Public Management Volume: 55 Issue: 4 Dated: (APRIL 1973) Pages: 6-9
• Author(s): C SEASHORE
• Date Published: 1973
• Length: 4 pages
• Corporate Author: International City/County Management Assoc
• Publication Format: Article
• Language: English
• Country: United States of America

Annotation

PROBLEMS OF INTERPERSONAL RELATIONS BETWEEN THE CITY MANAGER AND THE CHIEF OF POLICE ARE DISCUSSED, AND A SUGGESTED METHOD FOR IMPROVING THESE RELATIONS IS GIVEN.

Abstract

FORCES AFFECTING THE RELATION OF CITY MANAGER AND POLICE CHIEF, SUCH AS INDEPENDENT POWER BASES, THE AUTHORITY OF EACH, AND PRESSURES FROM THE CITY COUNCIL ARE PRESENTED. TYPICAL PROBLEM AREAS IN THIS RELATION ARE LISTED, AND INCLUDE 1) POWER, COMPETITION, AND THE TESTING OF LIMITS, 2) WITHDRAWAL AND ISOLATION, 3) ABANDONMENT OF MANAGEMENT RESPONSIBILITIES, 4) DEFENSIVENESS, AND 5) SPECIAL TREATMENT FOR THE POLICE DEPARTMENT. THE USE OF AN INTERPERSONAL CONTRACT TO CLARIFY EXPECTATIONS AND POTENTIAL AREAS OF DIFFICULTY IS SUGGESTED TO IMPROVE MANAGER-POLICE CHIEF RELATIONS. BY SELF RATING ON SEVERAL KEY DIMENSIONS, AND THEN DISCUSSING THE PREFERENCES AND EXPECTATIONS REVEALED IN THE RATING, A CONTRACT FOR THE RELATION CAN BE NEGOTIATED. AMONG THESE KEY DIMENSIONS ARE INITIATIVE, CONFLICT STYLE, STATUS PREFERENCE, DEGREE OF CLOSENESS, AMOUNT OF TIME, SELF DISCLOSURE, EXPECTATIONS, DEPENDENCY, AND STYLE OF RESOURCE ALLOCATION.