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7 •.J! - - -· - - • ,, < (19 of 19) PROGRAM FOR URBAN EXECUTIVES -- JUNE 1969 EVALUATION Re~ctions to the Program Very . good overall. Some technical material ove~ my head but pointed out what I must learn as a city administrator. Very good. material. High calibre instructors, good quality class Program is thought-provoking rather than practical in most respects. Exposure to modern management decision making and financial concepts valuable in making me aware of their existence. Good, with some minor e x ceptions re. scheduling and timing priorities not always clear. Impressed with learning new concepts which can be ·used in making management decisions. Material and structure both ·excellent. Worthwhile, generally relevant. Very stimulating .and worthwhile experience. · . very stimulating, extremely helpful and valuable. Outst anding , although perhaps too much material made available f o r only 4 weeks. Excellent. I gaine d a new insight into the possible solutions of many o f our problems . This has be en the most useful and enriching four weeks of educational experience in mY memory. M.I.T. des erves the highest praise for venturing into this new program and I sha ll always b e proud of my association with M.I.T . and this program. Very good, well-balanced. In genera l, the program was excel l en t. well planned , v ery wo r thwhile. Well adm i nistered , �7 Broadening, stimulating, provocative with resulting insights not b~fore possible. Especially liked computer-oriented work and flexible attitude of staff. I I Stimulating, broadly benef'icial as an introduction of application of decision systems and technology to problems of cities. Program content Was excellent, offering a wide exposure to the yariety of disciplines represented by the group. It provided a very good and most stimulating learning experience, especially for a person like me who does not have the opportunity of going back to school for a longer period. Grateful for the opportunity. I don't know of a better investment of my time to enable me to help my organization. I Most stimulating and informative. I believe M.I.T. is doing a great service to local governments by providing such a program. �Length of program (4 weeks) .,_' I about right: too ' short-: t<;>o long: Comments: I I I V 11 7 1 lengthen to 5 weeks and eliminate weekend and evening classes. if possible to take the time from my work, one or 2 more weeks would be valuable some people seemed tired by 4th week' if any longer, would have to schedule a home break alternative t o lengthening program - cut down readings and some subjects too short fo r amount of material· only possible to be away from job for 4 weeks, but could have stayed longer for information and content additional week would help surer understanding of technical subjects add mor e computer time, shorten T-group. group is s at ura te d a t 4 we eks couldn' t at tra c t to p me n i f longe r time reorganize within the 4-week period - .. er �.:. , , ~ - Number of participants (19) about right: too few: too many: Comments: v l .I I i. 19 0 0 could go up to 25 or 30 without distraction good geographical distribution, too no more than 20 to 24 no higher than 25, no lower than 15 20 would be ideal 20 - 25 perfect perhaps diversify participation with representation of other government levels and private sector �W9rkload about right: too little: too mucn: Comments: V 13 0 6 OK if program extended. make program 5 weeks .with 2 hrs. of study scheduled . each day homework very heavy little time available for readings reading assignments overwhelming too much reading, but valuable too much reading sometimes too many spea kers scheduled in one day if assigned less, would read more class sessions right, preparation and reading too much insufficient time for reading too much expected of us in evenings - classes, entertaining, reading reading as s i g nments exce3sive; no more than 3 night seminars per we e k · we n ee de d rea d i n g a s s i gnme nt priorities reading assignments too heavy, but I'll read them at home �-: , ··.~· Reactions to first week in Organization Behavior Fabulous experience. I'm very sensitive about people and our T-group ,·sessions helped me calm down and get to know my fellow executives better. Irv Rubin - very fine. A new experience for me. Time well spent. At first, I coultjn't tell what was happening. At end of week it made some sense. Now I realize it has helped me listen to the other guy. Very helpful - (1) as a quick and deep development of community among participants (2) as a t ra nsition between job and school (3) as gene ra l learning experierice about self and group behavior. At the time I felt too much time was being given to it; now I feel that any less time would lose purpose of its objective. It wili affect my job performance as much as any material received . \ ' . My reaction was mixed - it was a good way to break people from the office setting , but was a whole week really necess ary? I A veI r y unusual and rewarding e x perience. for l ~he next 3 weeks . . Good preparation • Terrific! La b provided essential unifying fact or for the group. Its effects could be observed thr ou ghout the following 3 weeks . Cannot make up ·my mind whether one full week is best use of time for a short program. In a ny event, the "commu nity game" was most effective and should be continue d. I may change my mind later, but I think now other parts o f program should b e given more time in place of lab. ,. Trainers both good people, but I found my own grou p's experience not particularly helpful f o r me. The "commu nity game" simulation was, however, a benef icia l exericse. My first reacti on was very negative. Now I believe it was the most impo rtan t part o f the p rogra m. More advance information and r e ading would have greatly increased the value of the week for me. �' .- , , ··:~' At first I didn't feel that it was worth 25% of the course; th~n as the week developed I began to see the significance; observing one member who missed the first week made me realize '·even more how important it was. We should have received, however, a clearer explanation in advance of what is to be accomplished. I . Session was helpful in personal sensitizing but went on for t~o long. This is a unique part of the program and should be retained. Very meaningful and individually helpful. Group able to relate more easily. V I The unstructured As it developed, more lectures on management would nature of the lab made it a t first mystifying. I understood better its significance . Perhaps behavioral science applicable to city be useful. A unique experience for which I was unprepared. It made me more aware o f o ther people's feelings. I think its objectives could be achie ved in 3-4 days, leaving time for a tour of the city and l earning of its problems , re ading , etc. Unfortunately, I was not here for t he first week. I have learned from the others that I missed a most, if not the most, • beneficia l portion o f the program. Excellent. In my opinion the first week's activities made the rest of the time more effective. .. �Additional Comments I am very grateful for the opportunity of being of part of the M.I.T. Urban Executive Program. I There may have been too much material offered for the length o{ the program as given. Faculty should be better communications and more familiar with government material. Good' mix of geographic areas and work responsibility of participants. Should add more blacks, and involve people from so·cia i service areas. My thanks to all members of the staff for a job well done. More faculty interest and exchange of agruments needed. I Special tribute to directors of program - willingness to shift schedules and respond to group's interests. Faculty sympathetic, understanding, and giving of their time. Should provide a larger selection of reference reading material. Build into the program a tour o f Boston featuring those aspects which instructors use as examples. The cou rsework fills a great void in updat~ng urban management skills and techniques. Please continue. Cities are heartened that top-level institutions, such as M.I.T., are a·ware o f urban problems and concerned with assisting in their solution. Thus, urban managers should be better equipped to take a b roader view, and be more amenable to new approaches. v I want to express my appreciation to members of M.I.T. and Endicott House staffs for making the se 4 weeks a memorable and rewarding experience. Your program 8ould be an excel lent instrument to promote and expand cooperation among faculty members and interest them in collaborative work related to u r ban problems. Lower tuition to under $1,000, to avoid t e chnicaliti es in obt aining approval for application. �Faculty with Material Not so useful "Perspectives on Our Cities" (Brower): could not figure out what he was after I Economics with Thurow: too industry-oriented Piere, Wilson Seifert, Pogue, Miller Pogue, Crowston Wilson) Seifert - did not respond well to our particular needs. Miller, Seifert, Collins Collins, Wood Flaisher, Brower, Seifert Application of Technoloty to Urban Problems Brower, Carr - overlapped; Pogue's background ~nsufficient Seifert, Brower Seifert, Miller Seifert, Holland, Brower �, ·Facutty with Relevant and Useful Material computer techniques (Crowston, Ness, Gerrityserisitivity training (Rubin, Kolb) Th~row, .~rowston Crowstori, Mills, Brower Gerrity, White, Thurow, Piore Urban Dynamics~ Forrester Cost Benefit Analysis - Thurow Wood, Forrester, Ger~ity Ne~s, Crowstbn, Rubin, Forrester Crowston, Ness, Gerrity, Thurow, Piore, Mills, Rubin, Kolb, Forrester - all took their assignmerits seriously, related well to urban problems, well prepared Forrester - future of declining city Thurow - cost benefit analysis Crowston, Ness,Gerrity - decision concepts Thurow, Crowston, Pogue Crowston, Ness, Gerrity, Piore, Thurow, Wood Thurow, Collins Ness, Crowston, Forrester Ness, Crowston, Forrester Crowston, Ness, Forrester Thurow, Forrester, Crowston, Ness, Mills Thurow, Ness, Crowst on, Gerrity, Mills, .Wood, Forrester Piore, Thurow Holland, Thurow, Gerrity, Forre ster , Ness, Crowston - all thoughtprovoking .. , , . 7., �Subject areas or Topics that should be added Organization structure, personnel, manager's relationship to his organization mor e emphasis on personnel management formal instruction in organization dynamics more on taxation; more time for reading organization theory (planning) · super agencies in city more on municipal organization theory political science with emphasis on role of government in the ~rocess of social change organization, personnel management, finance, taxation - more "How to Manage a City" - alternative systems; city, metro, regional governments; bring in state representatives to program organization theory (authority, power, span of control, line and staff) organization structure; increased emphasis on health problems more equal time to housing, employment, health organizational structure on dynamics; applications of computer to governmental proble ms budgeting (as given by Wh i te in ad hoc session); more "hands on" computer time too little emphasis on environmental problems, finance, budge ti ng _ more emphasis on personnel manage ment and accounting organi za tion and pe r son nel administration • inter-a g ency or governme ntal relations methods o f selling pro g r ams, bond issues; public relations a well-rounded prog r am �.- , , Courses or parts of program which should be modified C/ more attention to tra·nsportation problems - should concern all urban managers Holiand,· and Brower instructors should have more public experience and be familiar with literature economics needs refinement more courses in urban dynamics less time on details of Mgt. Decision Systems Perspectives on Our Cities" - should be designed to impart information; show films; cut into key issues - "generational", "backlash" etc. more time on taxation theory and methods urban dynamics received more attention than it deserved Pogue was weak in communica ting material housing deserved more imaginative tre a tment than Keyes gave to it transport ati on sessions unproductive better coordination of "technology to urban problems" classes; refine Management Decision Systems into ~eparate courses allot time to test Forrester's conclusions, tour Boston projects, city hall, etc. "Application of Technology to Urban Problems" not successful as presented Management Decision Syst ems excellent as program component, but too detailed and sophisticated for most of us; The three classes in transportation could have been consolidated into one. t ransport a tion sessions not useful - would have been better to read about it. - - - - - ·-.-:;-- _ --- --- - - --- .· - -- ~ - - - - ··-~'. �- 7 .. Courses or parts of program to be retained as given , _;.,' 1st week in organizational behavior more sessions with John Collins and his practical experience as urban executive Fleishe~ and Seifert on transportation problems Session with White on budgeting Piore sessions on income maintenance Thurow, Ness, Gerri t y, Wood, Forrester keep them all Wood, Forrester (The catalyst o f the program) "Human Resources", Economics, "Perspectives on Our Cities" "Human Resources", Economics just about everything - but less emphasis on Forrester Management Decision Systems, Urban Dynamics - add a few more hours Economics, Human Resources, Collins, · wood Organiza tion lab, Mana g e ment De cision Systems, Economics Manageme nt De cision Systems; application to urban projects' Management De cis i on Sys t ems; Economics present course content OK as given - - -- - - - - -- ~--- - - - - - - - --- - - - ----- . ' u -- . -- �7 .· , ···~·' . Mix of Mgt. Courses and Application of Technology to Urban Problems about right: 12 too hea~y on management techniques: 3 too heavy on application of technology to urban problems: not enough oi either: OComments~ put discussions into urban setting more statistical analysis too much time on mgt, decision systems details need more management sessions, and were of better quality than "Application" classes which could have been condensed maybe participant workshops re. appiication of technology to urban problems management instructors and material very good management personnel need more familiarity with urban problems 4 �.

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Description of Urban Executive best suited to program patient, willing to spend hours studying, and be receptive to new approaches; be willing to share personal experience with other$ but control his own political and philosophical feelings - should work to solution of urban problems middle or higher management from any department 35+ years generalists in city government - from mayor's or manager's office young, aggressive middle ma nager with at least 2 years municipal government experience. position to make management decisions and authority to carry through must be committed. Group should be well mixed (big and small cities, black and white), as high as possible within administration middle manager, 5 yrs. experience in urban affairs, close to top level policy making top executives, close to mayor any top level official - also could come from state gov't. top manager, and those being groomed for top top most person you can spare, to really take full advantage of program 30 !- 40 yrs. old, non-appointive, from city of 250,000 or more high middle manager making government a career 1st or 2nd level of top management, 25-45 yrs. old, college gr a duate V mid,dle-top mana g ement conc e rned with policy-making top positions in key decision-making capacities wi i lin g to revise ways of doing things, open to new techniques, interested in self- d eve lopme nt and to serve better in policy influencin g position, able to communicate middle ma nager in line fo r promotion �Endicott House evaluation fine in a 11 respects: 16 OK b_u t difficult commute: 3 more classes _there: 1 too restrictive re. guests, children, family: 4 �., i ···~· Comments about organization of the group (chairman and car captain) worked out fine organiz~tion was sufficient and adequate should have bartender only on special occasions excellent we made excellent selections worked very well both did a good job quite good worked out quite .well both did well, car chairman should be someone who stays at Endicott House on weekends performed admirably - fair, firm, gracious all functioned smoothly; Sloan School staff helpful and obliging fine worked very well I ' �Comments about information sent out in advance ,· ~- couldn't have been better handled the less the better - no time to r~ad in advance it was fine would have liked to know more about M.I.T. in general all books should be sent in advance perhaps send one general book - possibly one on organization behavior eritire program well-organized, well-administered some of the readings should have been sent put all reading lists in single document no time to read advance material general information detail excellent T-group theory map of Boston area; maybe mail study assignments in advanc~ complete and helpful as is . limited introductory ma terials for Mgt. Decision Systems • �I .,,' I " Suggestions concerning future M.I.T. contacts Program should keep us up-to-date _on programs, recommended books should be something but I have no suggestions perhaps.impractical; more feasible to contact our own local institutions keep in touch ·with each other; school should send out semiannual newsletter 3-day refresher program after a year use Dr. Gil's office as clearing house newsletter; periodic seminars newsletter and correspondence; annual reunion; visit to each other's cities develop reading list for alumni; individuals keep program posted of their positions and chanies meet in one year for 6ne week at Endicott House . 1 information exchange system by mail; put us on mailing lists 2-3 day reunioi; newsletter informally, as needed June 1970 1-2 day meeting tl-----' on a personal basis; establishment of a continuing interchange between cities and M.I.T. would be invaluable mailing lists of projects, publications; one week -reunion in 2 years M.I.T. sponsor 2-3 day seminars put us on M.I.T. mailing lists re. urban publications; 2-3 day seminar in a year or so. ~ - - - -·- - --- 11 \ �