The Administration of Public Policy |
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Page 130
... Bureau of the Budget . . . I have called them to your attention in order that you may take . . steps . . . to include [ such ] requests . . . in the control which the Bureau has over direct estimates . " It was this congres- sional ...
... Bureau of the Budget . . . I have called them to your attention in order that you may take . . steps . . . to include [ such ] requests . . . in the control which the Bureau has over direct estimates . " It was this congres- sional ...
Page 131
... Bureau had been staffed and organized , routines established , procedures set . The Bureau's leadership had passed from Dawes to his handpicked successor , General Lord , a zealot for the small economy . And the presidency had passed to ...
... Bureau had been staffed and organized , routines established , procedures set . The Bureau's leadership had passed from Dawes to his handpicked successor , General Lord , a zealot for the small economy . And the presidency had passed to ...
Page 133
... Bureau made the most of it . . . . POLICY CLEARANCE AND THE VETO POWER From its establishment in 1921 , the Budget Bureau had been asked for views on each en- rolled appropriations bill . In 1934 , Roosevelt told his staff to get Bureau ...
... Bureau made the most of it . . . . POLICY CLEARANCE AND THE VETO POWER From its establishment in 1921 , the Budget Bureau had been asked for views on each en- rolled appropriations bill . In 1934 , Roosevelt told his staff to get Bureau ...
Contents
Public Private | 1 |
Dwight Waldo The Administrative State Revisited | 9 |
Comparative | 31 |
Copyright | |
11 other sections not shown
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action activities adminis advice advisers advisory agen agencies American analysis areas authority basic behavior budget Bureau bureaucracy cial clearance committees conflict Congress congressional contract contractor coordination cost Council decision-making decisions Defense Department economic effective employees eral ernment established example executive experience fact federal government Forest formal function goals governmental grams grants hierarchy important individual industry institutions interest involved issues legislative major ment million ministration National Cancer Institute negative income tax nomic nomothetic Office Ombudsman operations organization organizational participation planning political President presidential problems procedures professional program manager proposals public administration relations responsibility Robinson role scientific scientists Secretary Senate sion social Southport specific staff structure technical theory tion tional tive V. O. Key variables veto White House World War II