The Administration of Public Policy |
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Page 12
... specific differences . For these would get in the way of a theory that can be true of any large hierarchic organization . Thus it happens that although organization theory is applicable to public administration , it is equally ...
... specific differences . For these would get in the way of a theory that can be true of any large hierarchic organization . Thus it happens that although organization theory is applicable to public administration , it is equally ...
Page 16
... specific adminis- trative organization or bureaucracy at a specific time . 2. Public administration is one of the major political processes . The exercise of discretionary power , the making of value choices , is a charac- teristic and ...
... specific adminis- trative organization or bureaucracy at a specific time . 2. Public administration is one of the major political processes . The exercise of discretionary power , the making of value choices , is a charac- teristic and ...
Page 199
... specific needs and possibilities has been viewed in terms of a specific rationale and an organized set of policy objec- tives . Increasingly , the managerial coordination of agency programs , separate in their resources , impact , and ...
... specific needs and possibilities has been viewed in terms of a specific rationale and an organized set of policy objec- tives . Increasingly , the managerial coordination of agency programs , separate in their resources , impact , and ...
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