Transition in the form of municipal government is always a complex and challenging task. The process involves serious risks of instability in a municipality's affairs, and this in turn may have adverse consequences for the community as a whole. But at the same time, changes in the form of government and in the personnel responsible for the management of public affairs may hold promise of improvements, which will benefit a city and its citizens. This thesis examines the experience of Denton, Texas, in making a transition from a mayor-commission to a council-manager form of government. T his major governmental change in Denton required several years. The period of transition examined in this study will be from 1955 to the end of 1961.

By the early 1900s, ambitious business leaders were transforming Dallas, Texas into a rising commercial metropolis. However, the problems created by rapid urban growth spawned demands from all classes of citizens upon local government for more public improvements and services. When city government failed to meet these demands, many citizens began to seek a more responsive governmental system. Their search led to the establishment of a commission government which, like the modern business corporation, delegated authority to competent, well-paid administrators. Civic reformers hoped that the new system would represent overall community interests. However, Dallas business leaders, believing that continued urban expansion depended upon a city government attuned to business interests, organized a political movement which won them control of the city commission.