The Administration of Public Policy |
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Page 100
... analysis . PPB does call for systematic analysis of pro- gram proposals and decisions , concentrating upon those decisions which have budgetary conse- quences . But systematic analysis does not have to be and is not coextensive with ...
... analysis . PPB does call for systematic analysis of pro- gram proposals and decisions , concentrating upon those decisions which have budgetary conse- quences . But systematic analysis does not have to be and is not coextensive with ...
Page 122
... analysis as well . What do I mean by analysis ? For present pur- poses suffice it to mean an attempt to define ob- jectives , to describe alternative means to these ends , to invent new objectives and new alterna- tive means , to assess ...
... analysis as well . What do I mean by analysis ? For present pur- poses suffice it to mean an attempt to define ob- jectives , to describe alternative means to these ends , to invent new objectives and new alterna- tive means , to assess ...
Page 149
... analysis and Office of Education reports of expenditures by U.S. educational institutions are not prepared on comparable bases . Many of the elements in this analysis do not flow through educational in- stitutions and hence would not ...
... analysis and Office of Education reports of expenditures by U.S. educational institutions are not prepared on comparable bases . Many of the elements in this analysis do not flow through educational in- stitutions and hence would not ...
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