Organizations as Information Processing Systems. Toward a Strategic Contingencies Model of Budget Related Influence in Municipal Government Organizations.
TEXAS A AND M UNIV COLLEGE STATION DEPT OF MANAGEMENT
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This paper explores the relationship between budgeting and perceived power in city government organizations. Data are reported from a survey of perceived budget influence in six city governments in Texas. During budget formulation city managers were perceived as having the most vertical power, followed by the city council, department heads, and department employees. During budget implementation, there was a perceived increase in department head vertical power and a decrease in city council power. Perceptions of horizontal power suggested that budget departments generally had greater perceived influence than operating departments for budget related issues. The findings are used to develop a strategic contingencies model of budget-related power, and to suggest some research steps for testing the proposed model. Author
- Administration and Management
- Information Science
- Government and Political Science