The impact of scale on management structures and processes

This paper advances the conjecture that the shift to a direct election of mayors in Israel, a most significant step towards recognising local authorities as political entities in their own right, has prevented further progress in the same direction. Hirschman's ‘getting stuck syndrome’ is used here to explore this paradox. Since a highly centralised system is not compatible with a ‘strong mayor system’, there developed an ingenious scheme — ’de facto decentralisation’ — a peculiar blend of formal ‘agency’ relationship, informal ‘partnership’ and ‘grey‐area’ autonomy. This scheme persists apparently because it is well suited to a world of ambiguous and conflicting imperatives.