Table Of ContentUniversity of St. Tomas, Minnesota
UST Research Online
Education Doctoral Dissertations in Organization
School of Education
Development
2012
Te Lived Experience of the First 300 Days as a
City Manager
Richard F. Fursman
University of St. Tomas, Minnesota
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Fursman, Richard F., "Te Lived Experience of the First 300 Days as a City Manager" (2012). Education Doctoral Dissertations in
Organization Development. 23.
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The Lived Experience of the First 300 Days as a City Manager
A Dissertation Submitted to the
Faculty of the School of Education of the
University of St. Thomas
By
Richard F. Fursman
In Partial Fulfillment of the Requirements for the
Degree of Doctor of Education
July 2012
i
UNIVERSITY OF ST. THOMAS
The Lived Experience of the First 300 Days as a City Manager
We certify that we have read this dissertation and approved it as adequate in scope and
quality. We have found that it is complete and satisfactory in all respects, and that any
and all revisions required by the final examining committee have been made.
Dissertation Committee
________________________________________
John Conbere, Ed.D, Committee Chair
________________________________________
Alla Heorhiadi, Ph.D., Ed.D. Committee Member
________________________________________
Eleni Roulis, Ph.D. Committee Member
______________
Date
ii
© Richard F. Fursman 2012
All rights reserved
iii
Acknowledgements
My entire doctorial journey has depended on the support and generosity of others. A
number of people helped me from the application process to the program to the finish line of this
dissertation.
A constant throughout the academic process has been Dr. Conbere. His guidance on
academic matters was invaluable to me. His patience, care, and concern during several personal
setbacks were even more meaningful to me as I contemplated leaving the program. He worked
his “OD” magic and saved a student! I would also like to thank my committee members Dr. Alla
Heorhiadi, and Dr. Eleni Roulis, who provided me with encouragement and insights. Finally, I
would like to thank the rest of the faculty and especially Dr. Rama Hart for her suggestions
during my proposal stage.
The entire experience with my cohort was a journey was humbling and one that I am so
grateful for. I wish to thank all my classmates who participated with me on the many group
assignments we worked on together. There were a few especially close and supportive
classmates who were my constant cheerleaders during the dissertation process. I wish to thank
Dr. Susan Heidorn who encouraged me with emails and phone calls and shared her insights and
support. Dr. Scott Morrell coached me gently and listened when I was in despair. His drop-ins on
my life were timely and provided a shot in the arm when I needed it the most. Finally, to Dr. Kat
Cannon who was always a jolt of energy every time I spoke with her. She helped me is so many
ways, but her belief in my ability was her greatest gift.
I would like to thank the nameless participants who took time to open this moment in
their lives to me. Their reflections made the research possible and their review of my work
provided the validity needed to support the findings.
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I had hoped to present my dissertation to my mother and father, but mom passed before I
completed it. I sense her presence every day and know she is cheering for me now. Thanks
Mom! My father provided me with so many life lessons that it could be another dissertation. He
was not an academic but simply the most brilliant man I have ever met. I want to thank Mr.
Thomas Fursman for his gracious example of living life with purpose.
My family was a constant source of support and encouragement during the entire time at
school and throughout the dissertation. My children Megan, Paul, Tommy, Beth and Sasha have
grown-up from the time I started till now. My son-in-law Kevin has joined the family and my
two beautiful grandchildren, Skylar and Nolan have helped keep me grounded.
Finally, I want to thank my darling wife, Irina. When I mentioned the idea of pursing my
doctorate, she immediately began my registration process. Throughout the entire journey she
never wavered in her support, encouragement, and tender care of my heart. She challenged me
when I needed it, and bandaged my emotional wounds with her soft words. Irina, it’s my turn to
support you!
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Table of Contents
Acknowledgements………………………………………………..………………………iii
Abstract………………………………………………………….……………….…..……v
Table of Contents………………………………………………………………….….…..vi
Chapter1: Introduction and Background………………………………………………….1
Statement of the Problem………………………………….………………………3
Purpose of the Study and Research Questions…………………………………….6
Significance of the Study………………………………………………………….6
Theoretical Framework……………………………………………………………8
Definition of Common Terms……………………………………………………..8
Chapter 2: Literature Review…………………………………………………………….10
City Management Profession…………………………………………………….12
City Management Profession-Environment and Skill Set……………….12
Time to Effectiveness……………………………………………………………13
Socialization of New Hires………………………………………………………15
Preconceived Expectations…………………………………………………….…17
Onboarding………………………………………………………………………19
Differences between the Business CEO and City Manager Environment ………21
Summary ......……………………………………………………………...…….25
Chapter 3: Methodology…………………………………………………………………28
Interpretive Phenomenological Analysis………………………………………...29
Subjects/Participants……………………………………………………………..30
Data Collection……………………………………………………………….…..32
Data Management and Analysis ...………………………………………………33
Validity…………………………………………………………………………..37
Researcher Bias…………………………………………………………………..40
Bracketing..………………………………………….…………………………...41
Chapter 4: Findings………………………………………………………………………42
Participant Overview…………………………………………………………….42
Interview Process………………………………………………………………...46
Data and Theme Analysis………………………………………………………..47
Super-Ordinate Themes…………………………………………………….…….47
Super-Ordinate Theme One – Joining the Organization…………………….…...48
Decision to Leave………………………………………………….……..48
Breaking Old Bonds……………………………………………………..50
Disorientation…………………………………………………………….51
Great Expectations……………………………………………….52
The Unnatural Place……………………………………………...53
Being Tested……………………………………………………..55
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Super-Ordinate Theme Two: Transitioning to the New Normal………………...57
Letting go of the Past…………………………………………………….57
Setting the Tone………………………………………………………….58
Who you Follow…………………………………………………61
Early Critical Decisions………………………………………….63
Dealing with Frustration and Doubts……………………………………66
Super-Ordinate Theme Three: Experiencing Effectiveness……………………..68
Gaining Institutional Knowledge………………………………………..68
Turning Points…………………………………………………………...70
Budgeting..………………………………………………………72
Adapting to and Changing Culture......…………………………………...74
Understanding Expectations……………………………………………..75
Council Relationships……………………………………………………77
Summary of Themes and Sub-Themes……………………………….…..81
Chapter 5: Discussion….………………………….………………………………………82
Overview of Major Themes…………………………………….…………….......83
Essence of the Study……………………………………………………………..92
Delimitations and Limitations……………………………………………………94
Suggestions for Future Research ………………………………………………...95
Implications for Managers………………………………………………………..97
Implications for Hiring Authorities………………………………………………98
Implications for Organization Development Practitioners………...…………….100
Personal Reflections…………………………………………………………….101
Conclusion...…………………….……………………………………….…….….105
References……………………………………………………………………………….100
Appendix A – Participant Recruitment Letter………………………………………….119
Appendix B – Consent Form……………………………………………………………122
Appendix C – Data Analysis Form……………………………………………………..126
Appendix D – Survey Instrument……………………………………………………….127
vii
Abstract
The purpose of this study was to understand the lived experience of newly appointed city
managers through their first 300 days on the new job. Through Interpretive Phenomenological
Analysis (IPA), five male participants shared their experiences of joining a new city as a newly
appointed city manager. Data was collected through one-on-one interviews which provided rich
descriptions of the participant’s perceptions during their first 3oo days. Analysis of the
interviews resulted in the development of three Super-Ordinate themes that are part of the
experience of the city managers as they worked through their first 300 days. The first theme,
Joining the Organization, identifies the transformation city managers experience from their
decision to leave their old organization and breaking bonds to experiencing disorientation
associated with the expectations, strangeness, and tests of their new job. The second theme,
Transitioning to the New Normal, describes how the new managers establish trust, set the tone of
their administration, and deal with doubts while letting go of their old job. The third theme,
Experiencing Effectiveness, brings the experience to the point where the new managers have
established their effectiveness through the acquisition of institutional knowledge, contributing to
the organization culture, and building their relationship with the city council. Future research is
suggested for both positivistic and interpretive studies.
1
Chapter 1
The Lived Experience of the First 300 Days as a City Manager
The position of city manager is frequently referred to as the preeminent position in cities
across the United States with the council-manager form of government. The council-manager
form of government is also the most widely used model in the country with 49% of cities with
populations between 2,500 and 1,000,000 having adopted it as of 2010 (International City
Managers Association, 2010). Under the council-manager form of government the mayor has no
more authority than a council person as the city manager acts as the chief executive of the
organization. The mayor and council serve in the capacity of a traditional board of directors,
similar to a corporation. The city manager is appointed by the mayor and council and serves at
their pleasure. The city manager’s primary responsibility is to implement the policies of the
elected officials and to direct day-to-day operations through other city staff such as planning,
engineering, public safety, and budgeting. In most cases, the city manager is also responsible for
all hiring including highly visible positions such as police and fire chiefs, directors of finance
and public works, and other department heads.
The position also turns over frequently; every five years, 50% of the city managers in the
country are either fired or voluntarily leave their positions (Ammons & Bosse, 2005). The threat
of termination is constantly hanging over the head of the city manager creating a certain
vulnerability that permeates their work and life (Freyss, 2008). Waldron (2003) indicated that
“…many municipalities are indeed littered with the shards of city managers who have been
bruised and battered on their way to servicing the public good” (p. 1). The volatility and constant
turnover means that many managers are continuously changing positions and many cities are
continuously introducing new managers to the community and staff. With this high level of
