The Administration of Public Policy |
From inside the book
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Page 7
... operations forces the bureaucrat to develop rules and regulations for dealing with specific cases , and though this promotes orderli- ness , it angers the citizen who finds that some officials seem to regard the rules as ends in them ...
... operations forces the bureaucrat to develop rules and regulations for dealing with specific cases , and though this promotes orderli- ness , it angers the citizen who finds that some officials seem to regard the rules as ends in them ...
Page 236
... operations . On at least one notable occasion , the chairman of the Commission received letters from several ... operation of a Government - owned facility by a private organization through con- tractual arrangement does not ...
... operations . On at least one notable occasion , the chairman of the Commission received letters from several ... operation of a Government - owned facility by a private organization through con- tractual arrangement does not ...
Page 241
... Operations Research Organi- zation ( SORO ) . These advisory corporations en- gage principally in analytical studies , usually called operations research or systems analysis , as an aid to strategic and technical planning and op ...
... Operations Research Organi- zation ( SORO ) . These advisory corporations en- gage principally in analytical studies , usually called operations research or systems analysis , as an aid to strategic and technical planning and op ...
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