000			01650pab a2200157 454500
008			180718b1998 xxu||||| |||| 00| 0 eng d
100			_aSvara, James H.
245			_aThe politics-administration dichotomy model as aberration
260			_c1998
300			_ap.51-58
362			_aJan-Feb
520			_aThe 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
650			_aPublic administration
773			_aPublic Administration Review
909			_a36813
999			_c36813 _d36813