تحلیل الگوی مدیریتی شهر تهران

Extended Abstract

Introduction
Choosing urban management model type reflects insight into relationships to be held between municipality and councils. It also consider as index for executive power and level of participation. Defining managerial style for city and conducting power down toward urban managers is regard as significant discussion of the best managerial model. City managerial model has a close attachment to creation or solution of city problems. Survey over Tehran municipality managerial model offers that the regular model of urban management in Iran is council-manager. Analyzing managerial pattern of Tehran and its features peculiarly dative selection of mayor causes hard dependence of urban management model's elements to main structure of power. This procedure in turn exacerbates lack of civil institutions and population cooperation and has made urban management as contest arena for political parties over national level. So, council-mayor model suggested as convenient model. Applying the model through masses-based procedure and communicative insight into urban problems, in one hand, over national level emphases declining role of center power and on the other hand in local level it strengthen local management, participation of local community, multi-level and multi-agent government for effective urban management. This model using deductive measures of theoretical discussions urban governance supports urban governance indicators (citizen participation, justice and taking responsibility) and elevates other indicators like urban management authority, mayor power, coordination and cooperation between council and municipality, expertise in municipal body, surveillance power of council and consistency in urban management. Using the model also, decline dependence to political elements over national level and in an overall view invigorates institutional management of Tehran city.

Methodology
The applied method through the study is survey that means gathering data about a phenomenon. Documents analysis is the main technique of data gathering. Anyway, initial method of study consider as descriptive-analytical (none experimental) method. The present analysis is analytical and causative, in terms of relation between the research's variables. In any case, the major method of doing research has a descriptive-analytical approach.

Results and Discussion
The macro-structure of power and lack of civil institutions and also the low level of people participation, making urban management as contest arena for political parties at the national level and consequently the most part of financial and technical resources dedicate to this matter. Apparently, among government and non-government authorities' urban management at Tehran metropolis transform to a promotion platform which facilitates reaching power at national level. Regarding to mentioned analysis which states the current model of Tehran metropolis couldn't preserve independence of urban management and having the Teheran city challenges solved, then it suggests the managerial model should be applied which preserve independence of urban management area against power at macro level. It also should establish civil institutions and encourage people participation into city. Finally through having such a model, political party's reinvigoration could be managed at urban management area.

Conclusion
Having performed the strong mayor model through derivative measures of basic principles of urban governance and other related indicators, strengthen urban governance indicators such as citizen participation, taking responsibility and justice. It also promotes the other indicators include urban management authority, mayor power, cooperation between council and municipality, expertise in municipal body, surveillance power of council and consistency in urban management. So, the powerful mayor-council model has been selected aiming urban management foundation invigoration. Feasibility of this model in Iran considering sixth principle of constitution and emphasis of fourth development program over consistency in management, three decades direct president election experience should be noticed as significant possibilities of transition toward direct selection of mayor in Iran.