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The Path for Top Management Teams to Achieve High‐Performing Council Organisations
Author(s) -
Marton Richard L.
Publication year - 2003
Publication title -
australian journal of public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.524
H-Index - 41
eISSN - 1467-8500
pISSN - 0313-6647
DOI - 10.1111/j..2003.00348.x
Subject(s) - teamwork , work (physics) , path (computing) , business , performance management , public relations , process management , knowledge management , management , computer science , political science , marketing , engineering , mechanical engineering , economics , programming language
This article examines what management practices top management teams should pursue to achieve high‐performing council organisations. It reports on the findings of a study into the practices of top management teams at three high‐performing and three low‐performing Melbourne councils. The study makes two important findings. First, there is no one path for top management teams to achieve a high‐performance council. Second, the capacity of top management teams to work effectively with the elected members is the only factor that distinguishes high‐performing from low‐performing councils. The only features all high‐performing and all low‐performing councils do well in are financial monitoring and nurturing teamwork within business/operating units. But these are insufficient by themselves to provide success, and may simply be regarded as the basics of management practice.