Political Leadership and Management of Civic Services in a Downturn Economy

Political Leadership and Management of Civic Services in a Downturn Economy by Patrick Charles Williams MBA, Centenary College, 2002 BS, Southern University, 1987 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Applied Management and Decision Sciences Walden University August 2015 Abstract Municipal leaders in the United States face difficult decisions when prioritizing nonmandated civic projects for funding, especially when operating budgets are restricted. This phenomenological study investigated municipal leaders’ decision-making processes in a state in the southern United States, using a conceptual framework based on rational choice theory, bounded rationality, and group decision-making theory. It specifically explored personal and organizational decision-making processes related to the prioritization and funding of nonmandated civic projects via in-depth interviews with a convenience sample of 15 municipal leaders. Thematic analysis identified expert opinions, the time and cost to complete a project, the perceived value relative to expense, and the availability of additional funding sources as themes important to understanding participants’ decision-making processes. Organizational factors that were important in these decisions included the need for clearly defined responsibilities and consistency in funding decisions. No clearly defined organizational processes were in place in any of the participants’ municipalities, and the participants noted that areas such as infrastructure improvements, traffic congestion, community involvement, and formal processes in their municipalities were in need of improvement. Positive social change can flow from greater governmental transparency through municipal decision makers’ adoption of systematic decision-making systems and processes. Positive social change can also result from greater inclusiveness through increased public outreach efforts. Results add to the research base by contributing to a better theoretical understanding of organizational decision-making processes in the municipal context.Municipal leaders in the United States face difficult decisions when prioritizing nonmandated civic projects for funding, especially when operating budgets are restricted. This phenomenological study investigated municipal leaders’ decision-making processes in a state in the southern United States, using a conceptual framework based on rational choice theory, bounded rationality, and group decision-making theory. It specifically explored personal and organizational decision-making processes related to the prioritization and funding of nonmandated civic projects via in-depth interviews with a convenience sample of 15 municipal leaders. Thematic analysis identified expert opinions, the time and cost to complete a project, the perceived value relative to expense, and the availability of additional funding sources as themes important to understanding participants’ decision-making processes. Organizational factors that were important in these decisions included the need for clearly defined responsibilities and consistency in funding decisions. No clearly defined organizational processes were in place in any of the participants’ municipalities, and the participants noted that areas such as infrastructure improvements, traffic congestion, community involvement, and formal processes in their municipalities were in need of improvement. Positive social change can flow from greater governmental transparency through municipal decision makers’ adoption of systematic decision-making systems and processes. Positive social change can also result from greater inclusiveness through increased public outreach efforts. Results add to the research base by contributing to a better theoretical understanding of organizational decision-making processes in the municipal context. Political Leadership and Management of Civic Services in a Downturn Economy by Patrick Charles Williams MBA, Centenary College, 2002 BS, Southern University, 1987 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Applied Management and Decision Sciences Walden University August 2015 Dedication “To God Be the Glory. ” I wish to dedicate this dissertation to the woman of my life: my wife, Karanda. You are the one person who constantly supports, encourages and believes in me, all along this journey and quest for what I deem as the elusive PhD. The many times you have read and reread the same paper over and over, making sure I don’t have any misspelled words. You are a very pivotal part in my achieving a goal that I yearn. I will continue to reach for the highest marks as you continue your endless support. A huge thank you goes out also to my father, Alvin C. Williams, who didn’t get the chance to see me reach my goal, but who continues to inspire me to attain the highest level of education. My mother, Christene Williams, remains to take up the banner and has encouraged me every step of the way. Their support throughout my life has provided me with the model and the moral compass to realize that I can achieve my every desire. “If it is to be, it is up to me. ” Acknowledgements I gratefully acknowledge the immeasurable assistance of Dr. David Banner, my chair, and my mentor from the start of my quest for the PhD in the KAM program. The caring personality from our first meeting at my very first residency still rings very loudly today. I offer an exceptional acknowledgement to my methodologist, Dr. Thea Singer. The interactions during my class work resounds in my every word that I write. The encouragement and enthusiasm exudes from our every interaction is an everlasting feeling. I will take this to heart for the rest of my life. I offer a unique thank you to my URR, Dr. Jeff Prinster, for his very meticulous and thoroughness to every detail in making sure that I have the best quality dissertation possible as I represent the Walden University family. The unyielding guidance and knowledge of the requirements is deeply valued. My colleagues in MGMT 9000 were a tremendous inspiration. Janice, who I call my superwoman heroine, was instrumental from day one. Janice was like a mother figure to all of us. Charles and Bill were there, encouraging me through the process. I was able to meet Curtis at Residency 4, who made a lasting impression and others. Dr. Mackington Joseph was pivotal in the journey. We were cohorts and then he was Dr. Mackington before my eyes. I offer a final acknowledgement to Mary Ann, my editor. This journey in pursuit of the amazing PhD is truly an up and down journey. Mary Ann kept me motivated and on the straight and narrow path. The needed editing of the document provided was second to none and without wavering, always meeting the time frame or explaining the need for more time to provide the best service. I thank you all.