The Administration of Public Policy |
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Page 48
... less developed countries , institution of such controls may contribute to a concentration of power and influence in the bureaucracy that may not be effectively offset by nonofficial sources of influ- ence . To the extent that strong ...
... less developed countries , institution of such controls may contribute to a concentration of power and influence in the bureaucracy that may not be effectively offset by nonofficial sources of influ- ence . To the extent that strong ...
Page 65
... less diffi- cult , less ambiguous career to follow . As it happened , he never reached the point of making any conscious , deliberate choice of career at all ; given his predilections he naturally gravi- tated into the federal service ...
... less diffi- cult , less ambiguous career to follow . As it happened , he never reached the point of making any conscious , deliberate choice of career at all ; given his predilections he naturally gravi- tated into the federal service ...
Page 135
... less emphasis on positive coordination , because there was less presidential need ; relying heavily , by way of substitute , upon the store of plans worked out and positions clarified in pre - Korean years . The patterns of staff action ...
... less emphasis on positive coordination , because there was less presidential need ; relying heavily , by way of substitute , upon the store of plans worked out and positions clarified in pre - Korean years . The patterns of staff action ...
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