The politics-administration dichotomy model as aberration
By: Svara, James H.
Material type:
ArticlePublisher: 1998Description: p.51-58.Subject(s): Public administration
In:
Public Administration ReviewSummary: The politics-administration dichotomy model has provided norms for officials and the starting point for research on the behavior of elected officials and administrators, particularly in local government. Although routinely rejected on empirical grounds, it is commonly viewed as the traditional statement of how officials should relate that can be traced to the "founders" of the field in the United States and the formulators of the council-manager form of government. Reexamination of the literature and the history of the council-manager form of government demonstrates, however, that the model is not present in early writings in public administration and did not appear until the twenties. Supported by other aspects of "orthodox" public administration, the dichotomy model took hold during the thirties and in local government hung on into the sixties. It should be viewed as an aberration that departed from the ideas that preceded and followed it rather than defended and reinterpreted to make it relevant to current practice. Recognizing the interdependent relationship between elected officials and administrators - as did the framers of the council-manager form - leads to a model of complementarity rather than dichotomy. - Reproduced
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Articles
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Indian Institute of Public Administration | Volume no: 58, Issue no: 1 | Available | AR37135 |
The politics-administration dichotomy model has provided norms for officials and the starting point for research on the behavior of elected officials and administrators, particularly in local government. Although routinely rejected on empirical grounds, it is commonly viewed as the traditional statement of how officials should relate that can be traced to the "founders" of the field in the United States and the formulators of the council-manager form of government. Reexamination of the literature and the history of the council-manager form of government demonstrates, however, that the model is not present in early writings in public administration and did not appear until the twenties. Supported by other aspects of "orthodox" public administration, the dichotomy model took hold during the thirties and in local government hung on into the sixties. It should be viewed as an aberration that departed from the ideas that preceded and followed it rather than defended and reinterpreted to make it relevant to current practice. Recognizing the interdependent relationship between elected officials and administrators - as did the framers of the council-manager form - leads to a model of complementarity rather than dichotomy. - Reproduced
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