The Administration of Public Policy |
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Page 86
... Interests and the Public Interest The political executive consequently has to do more than run his shop and deal with Congress . He has to maintain a complex network of hori- zontal relations with the veto groups whose in- terests his ...
... Interests and the Public Interest The political executive consequently has to do more than run his shop and deal with Congress . He has to maintain a complex network of hori- zontal relations with the veto groups whose in- terests his ...
Page 140
... interest requires ? Actually , this is the prin- ciple the participants think they are following now ; they all believe that their version of the public interest is correct . It is their differing insti- tutional positions ...
... interest requires ? Actually , this is the prin- ciple the participants think they are following now ; they all believe that their version of the public interest is correct . It is their differing insti- tutional positions ...
Page 247
... interest groups and their impact on public policy decisions long assumed that the only important locus of contact ... interest groups have realized that , in consequence , they must actively relate to the agencies as well as to ...
... interest groups and their impact on public policy decisions long assumed that the only important locus of contact ... interest groups have realized that , in consequence , they must actively relate to the agencies as well as to ...
Contents
Public Private | 1 |
Dwight Waldo The Administrative State Revisited | 9 |
Comparative | 31 |
Copyright | |
11 other sections not shown
Common terms and phrases
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