Bureaucracy: What Government Agencies Do and why They Do itA leading expert explains what government bureaucracies do and why they behave the way they do."Wilson is a remarkably clear thinker. It is unlikely that anyone in the foreseeable future will master so much research about so many agencies at government level."--Tom Peters, "The Washingtonian" "Wilson is our Weber and this is his "summa ."..a sprightly, irreverent, and profoundly serious inquiry as to how you make a nation work."--Daniel Patrick Moynihan, U.S. Senator "The synthesis is shrewd and creative. The prose is uncommonly swift. The fresh insights are abundant and compelling."--Martha Derthick, University of Virginia "A gold mine of interesting, even unique observations about bureaucratic government on all levels."--R. Cort Kirkwood, "Christian Science Monitor" "Immediately takes its place as the indispensable one-volume guide to American national administration."--Aaron Wildavsky, "Los Angeles Times Book Review" |
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Bureaucracy: what government agencies do and why they do it
Avis d'utilisateur - Not Available - Book VerdictWilson (management, UCLA) attempts to explain bureaucratic behavior, beginning with a contrast of similar institutions (armies, prisons, and schools) that have succeeded and failed. He finds that ... Consulter l'avis complet
Table des matières
| 3 | |
| 14 | |
| 31 | |
| 50 | |
| 72 | |
Culture | 90 |
Constraints | 113 |
People | 137 |
Congress | 235 |
Presidents | 257 |
Courts | 277 |
National Differences | 295 |
Problems | 315 |
Rules | 333 |
Markets | 346 |
Bureaucracy and the Public Interest | 365 |
Autres éditions - Tout afficher
Bureaucracy: What Government Agencies Do and Why They Do It James Q. Wilson Affichage d'extraits - 1989 |
Expressions et termes fréquents
achieve Administration agency's American Antitrust army authority autonomy behavior benefits Brookings Institution budget bureau bureaucrats chap chapter clients Commission committees Congress congressional constraints cope core tasks Corps costs courts created culture decisions Defense defined Department discretion drug economic Edgar Hoover efficiency employees enforcement engineers evaluate example executives federal Federal Trade Commission firms Forest Service German goals government agencies Harvard University Herbert Kaufman hire Ibid incentives inmates interest groups James Q judge legislative less managers ment military National navy observed officers operators organization organizational organizational culture OSHA outcomes performance personnel political president prison problem procedures produce professional Protection Regulation regulatory reorganization result Robert Katzmann rules secretary sense of mission Social Security Social Security Administration staff standards teachers University Press Washington White House workers York
Fréquemment cités
Page 24 - ... a system of consciously coordinated activities or forces of two or more persons.
Page 204 - There is no more forlorn spectacle in the administrative world than an agency and a program possessed of statutory life, armed with executive orders, sustained in the courts, yet stricken with paralysis and deprived of power. An object of contempt to its enemies and of despair to its friends.
Page 126 - The clause required by paragraph (2) shall be as follows: (A) It is the policy of the United States that small business concerns and small business concerns owned and controlled by socially and economically disadvantaged individuals shall have the maximum practicable opportunity to participate in the performance of contracts let by any Federal agency.
Page 277 - The interference of the courts with the performance of the ordinary duties of the executive departments of the Government, would be productive of nothing but mischief; and we are quite satisfied that such a power was never intended to be given to them.
Page 379 - James G. March and Herbert A. Simon, Organizations (New York: John Wiley & Sons, Inc., 1958), p. 158; and Herbert A. Simon, The New Science of Management Decision (New York: Harper & Row, Publishers, 1960), p.
Page 268 - The quest for coordination is in many respects the twentieth century equivalent of the medieval search for the philosopher's stone. If only we can find the right formula for coordination, we can reconcile the irreconcilable, harmonize competing and wholly divergent interests, overcome irrationalities in our government structures, and make hard policy choices to which no one will dissent.
Page 264 - Decisions tend to be reviewed and reviewed; and operational delays increase accordingly. As this confusion continues, a curious inversion occurs. Operational matters flow to the top — as central staffs become engrossed in subduing outlying bureaucracies — and policy-making emerges at the bottom.
Page 375 - When results are unknown or equivocal, bureaus will have no incentive to alter those SOPs so as to better achieve their goals, only an incentive to modify them to conform to externally imposed constraints. The SOPs will represent an internally defined equilibrium that reconciles the situational imperatives, professional norms, bureaucratic ideologies, peer-group expectations, and (if present) leadership demands unique to that agency.
Page 33 - Labor shall be to foster, promote, and develop the welfare of the wage earners of the United States, to improve their working conditions, and to advance their opportunities for profitable employment.
Informations bibliographiques
| Titre | Bureaucracy: What Government Agencies Do and why They Do it Basic Books Classics Basic books 50 years Political science. Sociology |
| Auteur | James Q. Wilson |
| Édition | illustrée, réimprimée |
| Éditeur | Basic Books, 1989 |
| ISBN | 0465007856, 9780465007851 |
| Longueur | 433 pages |
| Exporter la citation | BiBTeX EndNote RefMan |