Administrative Branches Research Articles

See No Evil, Hear No Evil, Speak No Evil: President, Congress & the Administrative BranchPresidential Spending Power. By Louis Fisher The Power of the Modern Presidency. By Erwin Hargrove Administrative Feedback. By Herbert Kaufman The Domestic Presidency: Decision-Making in the White House. By John H. Kessel Bureaucracy and Representative Government. By William A. Niskanen Notes on the Old System: To

Previous articleNext article No AccessReview ArticlesSee No Evil, Hear No Evil, Speak No Evil: President, Congress & the Administrative Branch . By Louis Fisher . By Erwin Hargrove . By Herbert Kaufman . By John H. Kessel . By William A. Niskanen Presidential Spending Power. By Louis Fisher The Power of the Modern Presidency. By Erwin Hargrove Administrative Feedback. By Herbert Kaufman The Domestic Presidency: Decision-Making in the White House. By John H. Kessel Bureaucracy and Representative Government. By William A. Niskanen Notes on the Old System: To Transform American Politics. By Marcus Raskin James E. UnderwoodJames E. Underwood Search for more articles by this author PDFPDF PLUS Add to favoritesDownload CitationTrack CitationsPermissionsReprints Share onFacebookTwitterLinkedInRedditEmail SectionsMoreDetailsFiguresReferencesCited by Polity Volume 9, Number 2Winter 1976 The Journal of the Northeastern Political Science Association Article DOIhttps://doi.org/10.2307/3234395 Copyright 1976 PolityPDF download Crossref reports no articles citing this article.

Natural resources policy 1975–1985

Natural resources policy in the United States is a matter for deep concern. It is inconsistent, often outdated, and grossly overdependent on direct regulation vis-à-vis adjustments in the defective system of economic incentives. This policy also fails to recognize the tight web of interdependences among all resource problems, including those of environmental resources. This paper explores these interdependencies and develops a coherent program of natural resources policies. The chief elements are reduced reliance on direct regulation, increased reliance on economic incentives, measures to cancel unfavorable distributive effects, measures to improve the competitiveness and performance of the natural resource industries, and reorganization of both legislative and administrative branches of government.

Mental Load in Clerical Work

In the domain of clerical work increasing rationalization and automatization have caused conditions with tayloristic attributes, analogous to industrial work. Therefore it is required to do increased research work on the conditions of work load and on psychological strain in clerical work. The subject of the present study was the measurement of subjective strain (mental load) and the judgement of the work load (occupational strain) by two methods of self description. 120 clerks in two administrative branches were investigated. The results indicate some clues for an evaluation of attributes of mental overload and underload connected with “repetitive” vs. “non repetitive” clerical work.

The Keynesian Paradigm and Public Administration

Abstract. Keynesian theory in macroeconomics and public finance in the United States was compatible with and supportive of a parallel development in the public administration branch of political science that arose in the Great Depression of the 1930s. This was the theory that the initiative in achieving welfare goals should be taken by government agencies acting to resolve conflicting interests. In initiating and taking leadership in bringing about social change, the administrators expanded government into a new bureaucratic State.

Committee on governmental and congressional affairs

In August of 1974, Frank Press appointed an ad hoc committee, chaired by Robert M. Ragan, to study whether or not a congressional liaison function should be a regular part of AGU activities and if so, why, what, when, and how. The ‘why’ was answered quickly on the assumption that any exchange of information and increased involvement of geophysicists in public issues would be mutually beneficial. To answer the other questions, the committee surveyed the activities of other major scientific and engineering societies and found that most of them had one or more programs aimed at establishing a line of communication between the society and the legislative and administrative branches of government. Typical of such programs are establishing a Washington representative (or office) to maintain a two‐way flow of information between the society (members) and pertinent government agencies; providing scientific advice and expertise to the legislative branch in the form of position papers prepared by society members, expert testimony arranged by the society, and, in a few cases, specific (funded) studies; and sponsoring one or more fellows to augment the technical staff of congressional committees. In at least two cases, societies have elected to give up their tax‐exempt status and engage in lobbying for the special interests of their members.

Why a Master's Degree in Rehabilitation Counseling?

In the last year or so state rehabilitation agencies have been under attack by various administrative branches of state government relative to the specified need for a Master's degree requirement for job applicants. This article explores the potential implications of the removal of the requirement for the advanced degree, how it will affect the delivery of rehabilitation services and argues in favor of retaining it.

Social science and health policy in the United Kingdom: some contribution of the social sciences to the bureaucratization of the National Health Service.

A current and major health policy, the first fundamental reorganization of the administrative structure of the National Health Service (NHS), is reviewed in this paper. The shake-up in the administration of the NHS is seen as having two main components: a partial integration of the three separate administrative branches, and an injection of a particular kind of managerial ideology. This “management revolution” is seen as consisting essentially of a powerful thrust toward central and bureaucratic control of the NHS. Social sciences in the broad sense–ranging from work study (organization and methods study) through social medicine and sociology to economics-are reviewed in relation to their contributions to this bureaucratization of the NHS. It is shown that narrow and out-of-date organizational studies and technocratically oriented social medicine have contributed significantly, if sometimes unwillingly and unwittingly, to the drive toward centralization and bureaucratization. Rejecting a highly bureaucratic form of organization for a national health service, the authors discuss briefly some developments which reflect a more decentralized and more adaptive pattern of administration. The paper suggests that independent research foundations with a strong interest in health have a responsibility to break the incestuous relationships which have developed with the health department in some instances. It is suggested that foundations, professional associations, unions, and consumer groups could promote the maturation of “medical sociology” and “administrator's social science” into a full-blooded sociology of health. Currently social science within the health field in the United Kingdom is seen as being both underfinanced and prostituted to the interests of medical and administrative power groups. A participatory framework for social science is outlined as an alternative to the current models which are based on Taylorism or “scientific management.”

British Military Reform during the Administration of Lord Grey, 1830–1834

Before gaining office, the members of the Whig-Radical government of 1830 had continually pressed for reform not only of Parliament, but also of the institutions of the kingdom. The reformers complained about numerous branches of royal administration, including the church, the legal profession, and the army. In the years between 1815 and 1830, the army was especially irksome to the parliamentary opposition. As the most expensive item in the national budget and the traditional stronghold of Tory aristocrats with the proper “connexions” it was vulnerable to the favorite opposition demand for “retrenchment and reform.”During the reform government's tenure of office from 1830 to 1834, relations between the Commander in Chief, Lord “Daddy” Hill, and the Prime Minister, Lord Grey, were not good. Lord Hill openly opposed the Reform Bill and other reform measures, often with the support of William IV. Aggravating the mutual hostility between civilian and military authorities was the position of the Duke of Wellington. He stood as the acknowledged moral leader of the army, as well as the official leader of the Tory party.In this tense situation, the Grey government made several attempts at military reform. These were related directly to parliamentary and public demands regarding the army and may be grouped under the headings of financial, administrative, and humanitarian reform. Financial and administrative reform were closely linked in the minds of the reformers, who saw reduced expense as a primary aim of administrative change. For many of the Whigs and Radicals administrative reform, other than reducing offices and expenses, simply meant getting military patronage away from the Tories. This was especially important since Tory control of military appointments since the 1790's had made the army into a Tory institution. Financial reform usually meant reduction of expense by nearly any means. For the public as well as the parliamentary reformers, one of the most unnecessary expenses was the “dead weight” in the Army Estimates — the pension paid to retired soldiers and the half-pay given to retired officers. Another important objective of financial reform was destruction of the army sinecure system. Finally, the most popular and almost the onlv demand for humanitarian reform was the campaign against corporal punishment.

Congress, PPBS, and Reality

The problems of planning and the possibilities of in foreign policy were considered by Clarence Day earlier in this issue. Here Professor Murphy asks whether PPBS is applicable to the preparation of the federal budget as presented to Congress. His prognosis is not favorable-a judgment which will not especially surprise veteran Congress-watchers. One may also wonder (as does Murphy) whether the budgeting system-either as it now exists or under PPBS-does not place too much policy-making power in the hands of persons in the administrative branch who are not directly responsible and whose actions cannot be effectively policed. PPBS is an aid to planning, but can Congress adapt itself to planning?

Public Enterprise as an Instrument of Development

This is a paper presented on 6th October, 1966 by the author at the tenth session of the Working Party on Economic Development and Planning, United Nations Economic Commission for Asia and the Far East (ECAFE), which was organized by ECAFE with the co‐operation of the United Nations Public Administration Branch and held in Bangkok, Thailand, 3‐10 October, 1966. The author is the Head of the United Nations Public Administration Branch and concurrently the Senior Deputy Director of the Bureau of Technical Assistance Operations. The views expressed herewith are the views of the author and do not necessarily represent those of the United Nations.

Student Government — Administrative Branch or Pressure Group?

Student Government — Administrative Branch or Pressure Group?

FINANCING PUBLIC HEALTH IN URBAN AREAS.

Financing Public Health in Urban Areas Herbert R. DomkeM.D.Dr.P.H.F.A.P.H.A., Georgie B. Druzina, Walter R. MertenM.B.A.M.P.H., Paul Q. PetersonM.D.M.P.H.F.A.P.H.A., and James D. WhartonM.D.M.P.H. CopyRightDr. Domke is director, Allegheny County Health Department, Pittsburgh, Pa. Dr. Peterson, at the time of this presentation, was chief, Division of Community Health Services, U. S. Public Health Service. He is now associate chief for operations, Bureau of State Services (Community Health). Dr. Wharton, Mr. Merten, and Mrs. Druzina are: chief, Public Health Administration Branch; public health analyst; and public health advisor, respectively, Division of Community Health Services, U. S. Public Health Service, Washington, D. C. https://doi.org/10.2105/AJPH.54.5.729 Published Online: August 29, 2011

NURSING SERVICES TO THE SICK AT HOME IN SELECTED COMMUNITIES.

Nursing Services to the Sick at Home in Selected Communities William H. StewartM.D.F.A.P.H.A., and Virginia V. VaheyM.S.W. CopyRightDr. Stewart was chief, Division of Community Health Services, Bureau of State Services, and is now staff assistant to the special assistant to the secretary of HEW on Health and Medical Affairs, Washington, D. C. Miss Vahey was a medical care administration specialist, Division of Community Health Services, Medical Care Administration Branch, PHS, Department of Health, Education, and Welfare, Washington, D. C., and is now medical social consultant, Division of Chronic Disease, Massachusetts Department of Public Health, Boston. https://doi.org/10.2105/AJPH.54.3.407 Published Online: August 29, 2011

Duties and Responsibilities of the Water Utility Manager

By far the great majority of water utilities in the United States are small organizations in which men rise from positions as operators to managerial positions as a matter of routine promotion, usually without benefit of special training in the field of management. It is to such men that this article is directed, in the hope of clarifying what it means to be a utility manager, and what a water utility man can do to prepare himself for a position in the management and administrative branches of the industry.

Colombian Transport and the Reforms of 1931: An Evaluation

URING THE quarter century from 1923 to 1948 the Republic of Colombia experienced a remarkable development. At the beginning of that period the country's economy was geared almost exclusively to the production of coffee for export. Its politics were domniiated by the Conservative Party whose program was largely enervated by intense local prejudices nurtured on bitter memories of civil strife and territorial dismemberment. The towering mountain ranges which enveloped the people limited their outlook and restricted their movement, while the plodding pace of the mule seemed to set the temnpo of their life. Prospects of an American indemnity for the Panama Canal' kindled new dreams, however, and during the 1920's and afterward concerted efforts were made to overcome the nation 's isolation, provincialism, and economic backwardness. Indemnity payments, easily obtainable foreign loans, and a booming coffee market helped create the largely artificial prosperity of the 1920's derisively known as the Danee of the Millions. But it also brought a mnore efficient national banking system, important fiscal reformi-s, pheniomenal growth of the coffee producing regions, exploitation of the nationi's virgin oil resources, and the inauguration of one of the first commercial aviation companies in the world. A split in the Conservative Party, coinciding with the onslaught of the great depression, enabled the Liberal Party to elect its candidate to the Presideincy in 1930, for the first time in the century. Colombialls hailed the sulbsequlent peaceful transfer of power as marking a long step toward their political maturity. Political stability and economic recovery characterized the administration of Enrique Olaya Herrera 1930-1934, as over eight hunidred new industries were created to help diversify the economy and significant reforms were achieved in all branches of public administration. Throughout the 1930's and dulrinog * The author is associate professor of history at West Virginia University. 'The Thomson-Urrutia Treaty, providing for a $25 million indemnity to be

NOTES ON AKLAVIK RELOCATION PROJECT, 1954

ABSTRACTDuring the summer of 1954 rather more scientific field studies than usual were sponsored by the Canadian Government in the comparatively little known Mackenzie River Delta. One of these studies was the site survey for Akhrvik.Following the Government's proposal to relocate Aklavik, a small but growing settlement built on low, unstable ground, in the delta, a team of scientists spent the period from April to August 1954, investigating possible sites for a new town. Much of the material presented in this paper was obtained by the author while serving as a member of the Aklavik Relocation Survey Team. Personnel on the survey team consisted of five engineers and three specialists in geography and geology representing the following federal departments: Department of Northern Affairs and National Resources, Division of Building Research of the National Research Council, Department of Mines and Technical Surveys, Department of Public Works, Department of Transport, Department of National Health and Welfare. The use of this material has been possible by the kind permission of Colonel F.G.H. Cunningham, Director of the Northern Administration and Lands Branch. A number of social, economic, and physical factors, which defined the site requirements, limited the search to places where a navigable channel approached high ground along the delta flanks. The best place available was a location 33 air miles east of Aklavik. In November 1954, a decision was made to relocate Aklavik at this place. Site development work will be done this year with the new construction and moving operations extending over a four year period.The survey was carried out from a series of base camps under canvas, at or near the potential sites. The early start, two months before break‐up, permitted the examination of each location during winter, break‐up, and summer conditions. Aerial reconnaissance was made by helicopter, and as the seasons progressed, tractor, dog team, outboard craft, scow and barge, provided surface transportation. Soils data were obtained from frozen cores secured with a special drill developed by National Research Council engineers for use in permafrost, and from test pits. Rough surveys were made to indicate the availability of materials for roads and aggregate, the area and drainage of the surface, and the availability of a site for an airstrip. Hydrographic and related surveys were made to establish the navigability of the access channel, the location for the wharf, and the most suitable provision for a domestic water supply.Several additional studies, primarily of scientific interest, were carried out by members of the survey as opportunity was presented in the course of the primary work. It is gratifying to note that Mr. Roger Brown and Mr. Keith Fraser will present papers today recording work of this nature, carried out while participating in the Aklavik survey. A sharing of ideas in the form of the work mentioned above, and in contacts with other scientific parties in our area, was most beneficial in maintaining an interest and awareness in our work, through a long field season.

Royal Commissions of Inquiry in Canada

W HEN it is not abused for partisan purposes of witch-hunting or whitewashing, investigation can advance the objectives of good government in at least three ways. Responsive, responsible, and pure administration may be fostered by independent probes; executive-legislative formulation of policy may be based on wider knowledge and information uncovered by investigators; and investigative agencies may bring the public into closer relations with the government. Canada early borrowed from Great Britain the technique of investigation by royal commission1 and, while the record of their use shows debits as well as credits, it is clear that royal commissions have contributed to the three objectives of good investigative technique. As a means of stirring up the administrative branch or of locating political corruption, royal commissions, with their higher prestige and greater independence, have often been more successful than committees of the legislature. On the other hand, their operations in such stormy partisan waters have often undermined the usefulness of the technique for other purposes. Partly because of the slow growth of an efficient civil service, the Canadian executive has had to lean fairly heavily on such outside sources of information as royal commissions in formulating policies.2 In Great Britain, the

Unifying the British Civil Service: Some Trends and Problems

When Sir Charles Trevelyan and Sir Stafford Northcote referred in their famous report of 1853 to the British Civil Service, they were undoubtedly indulging in wishful thinking. Applied to the administrative branch, the term suggested a degree of uniformity in conditions of service and a centralization of controls which was completely lacking. Horace Mann, first secretary to the Civil Service Commission, described the Service to the London Statistical Society in 1868 as “a chaotic mass of unorganized elements … an aggregation of separate departments governed, in many points, by no principle.” Nevertheless, three generations later, in 1931, the Royal (Tomlin) Commission on the Civil Service could point with justifiable satisfaction to the gradual process by which “a measure of common regulation and common staffing” had been achieved.While this unification has been the work of reformers who succeeded Trevelyan and Northcote after the middle of the last century, it is clear that the foundations of a centralized bureaucracy were laid much earlier. Under the banner of “economical reform,” Burke, Pitt, Lord Liverpool, and others introduced measures which not only reduced administrative expenditures but also cleared away the feudal barnacles, which had clung so long to the ship of state. Economical or administrative reform was the conservative counterpart of parliamentary reform, the two alternating in popularity during the century following 1780. The removal of pensioners and sinecurists (1780-1850), the abolition of the sale of public offices (1809), and the extinction of the casual system of paying civil servants out of fees and perquisites were typical constructive changes fostered by the economical reformers. These preliminary measures were necessary before the modern bureaucracy could be erected on stable foundations.

History in The Bible

AT THE CLOSE of World War I, it fell to my lot to organize a new Department of Antiquities for Palestine under the obligations of the Mandate. A first task was to draw up a list of the historical and Holy Places in order to ensure their protection, and this involved the appointment of traveling inspectors and a recording staff under whom, in the course of a few years, more than two thousand sites were placed upon the register and so railed off by law, theoretically at least, from clandestine digging or other sources of spoliation. My idea at that time was to reclaim the Holy Land for what it was and still stands for, in much the same way as I later saw done perfectly at Gettysburg, so that every visitor, whether tourist, pilgrim, or archaeologist, might see what he wished to see in peace, and leave with happy memories. A special feature of this branch of the new administration was the constitution of an international Advisory Board, which the Director of Antiquities was bound to consult, under the terms of an Antiquities Ordinance promulgated at the time, on all matters liable to provoke contention. On this Board, American, Arab, British, French, Italian and Jewish archaeological interests were represented by their chosen delegates who sat at its meetings side by side, united by good will in a common purpose. Their work was admirable. I cannot recall a single occasion, during the seven years (192127) that I presided over their deliberations, when they did not find in amicable debate an acceptable solution to the many knotty problems submitted to them. On the contrary, their findings, backed by the influence they represented, greatly simplified my task, smoothing the way for the execution of

Good Nutrition Under Rationing

Senior Nutritionist, Nutrition and Food Conservation Branch of the Food Distribution Administration, Washington, D. C.