The Administration of Public Policy |
From inside the book
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Page 146
... legislative view tends toward dis- trust of national objectives as such , toward faith that self - adjustment of divergent groups will ob- viate the need for any goal - setting . And when congressmen do see a need for national goals— as ...
... legislative view tends toward dis- trust of national objectives as such , toward faith that self - adjustment of divergent groups will ob- viate the need for any goal - setting . And when congressmen do see a need for national goals— as ...
Page 195
... legislative committee extra leverage not only against the executive agencies , but against the Congressional appropriations committees , and accordingly it is also a part of the third tactic , which has to do with the influence of ...
... legislative committee extra leverage not only against the executive agencies , but against the Congressional appropriations committees , and accordingly it is also a part of the third tactic , which has to do with the influence of ...
Page 249
... legislative program and for the leadership and guidance of legislative oper- ations . It has a responsibility , too , for the direction of the work of the administrative departments of the government . It executes its lawmaking duties ...
... legislative program and for the leadership and guidance of legislative oper- ations . It has a responsibility , too , for the direction of the work of the administrative departments of the government . It executes its lawmaking duties ...
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