The Administration of Public Policy |
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Page 64
... executive role implies a mandate for action and license to perform that action . The mandate cannot be responded to in a purely reactive and passive manner . . . . The executive must accept it , shape it , and put it into operation . In ...
... executive role implies a mandate for action and license to perform that action . The mandate cannot be responded to in a purely reactive and passive manner . . . . The executive must accept it , shape it , and put it into operation . In ...
Page 85
... executive subordinates and thus confusing the clear line of bureaucratic responsibility . " Each executive offi- cial , whether politically appointed or not , has to spend an unconscionable amount of his time and energy telling Congress ...
... executive subordinates and thus confusing the clear line of bureaucratic responsibility . " Each executive offi- cial , whether politically appointed or not , has to spend an unconscionable amount of his time and energy telling Congress ...
Page 87
... executive bureaucracy , then , is that nearly everybody in it works for the President . To be sure , each political executive is also responsible horizontally to four or ... executive must Cleveland / Executives in the Political Jungle 87.
... executive bureaucracy , then , is that nearly everybody in it works for the President . To be sure , each political executive is also responsible horizontally to four or ... executive must Cleveland / Executives in the Political Jungle 87.
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