President Executive Office of the President Cabinet Departments

  • Slides: 25
Download presentation
President Executive Office of the President Cabinet Departments Independent Agencies Agency / Administration Single

President Executive Office of the President Cabinet Departments Independent Agencies Agency / Administration Single administrator; Near-Cabinet status Commission Regulates business activities; Investigates or advises Authority / Corporation Board and manager; Business-like activities THE BUREAUCRACY

BUREAUCRACY - defined • LARGE, COMPLEX ORGANIZATION OF APPOINTED, NOT ELECTED OFFICIALS

BUREAUCRACY - defined • LARGE, COMPLEX ORGANIZATION OF APPOINTED, NOT ELECTED OFFICIALS

WEBERIAN MODEL • A WELL ORGANIZED, COMPLEX MEANS TO ORGANIZE BUSINESS • POWER FLOWS

WEBERIAN MODEL • A WELL ORGANIZED, COMPLEX MEANS TO ORGANIZE BUSINESS • POWER FLOWS FROM TOP DOWN AND RESPONSIBILITY FROM BOTTOM UP • LABOR DIVISION PROVIDES EXPERTISE • RULES GOVERN RESPONSIBILITY AND AUTHORITY • JOBS AND PROMOTIONS BASED ON ABILITY NOT PATRONAGE • ALL TREATED IMPARTIALLY AND EQUALLY

INFLUENCE AND IMPORTANCE OF THE BUREAUCRACY • • • SHAPE POLICY ADMINISTRATE POLICY INITIATE

INFLUENCE AND IMPORTANCE OF THE BUREAUCRACY • • • SHAPE POLICY ADMINISTRATE POLICY INITIATE PROVIDE “EXPERTISE” HANDLE THE DAY TO DAY OPERATIONS

BUREAUCRATIC MYTHS • AMERICANS DISLIKE THEM • MOST WORK IN WASHINGTON D. C. •

BUREAUCRATIC MYTHS • AMERICANS DISLIKE THEM • MOST WORK IN WASHINGTON D. C. • THEY ARE INEFFECTIVE, INEFFICIENT, AND ALWAYS MIRED IN “RED TAPE”

BUREAUCRATIC ORGANIZATION

BUREAUCRATIC ORGANIZATION

METHODS OF MANAGING OFFICE PERSONNEL • CIRCULAR EVERYONE REPORTS TO THE PRESIDENT • PYRAMID

METHODS OF MANAGING OFFICE PERSONNEL • CIRCULAR EVERYONE REPORTS TO THE PRESIDENT • PYRAMID ASSISTANTS REPORT TO A CHIEF OF STAFF THAT REPORTS TO THE PRESIDENT • AD HOC MANY GROUPS, TASK FORCES, COMMITTEES

15 CABINET LEVEL DEPARTMENTS ALL LED BY A SECRETARY EXCEPT FOR THE DEPARTMENT OF

15 CABINET LEVEL DEPARTMENTS ALL LED BY A SECRETARY EXCEPT FOR THE DEPARTMENT OF JUSTICE – ATTORNEY GENERAL ALL CHOSEN BY THE PRESIDENT AND CONFIRMED BY THE SENATE

EXECUTIVE OFFICE OF THE PRESIDENT COMPLEX ORGANIZATION OF AGENCIES STAFFED BY MOST OF THE

EXECUTIVE OFFICE OF THE PRESIDENT COMPLEX ORGANIZATION OF AGENCIES STAFFED BY MOST OF THE PRESIDENT’S CLOSEST ADVISORS AND ASSISTANTS THIS IS AN UMBRELLA AGENCY!!!

WHITE HOUSE OFFICE EOP CHIEF OF STAFF KEY MEMBERS OF INNER CIRCLE “NERVE CENTER”

WHITE HOUSE OFFICE EOP CHIEF OF STAFF KEY MEMBERS OF INNER CIRCLE “NERVE CENTER”

NATIONAL SECURITY COUNCIL EOP L L A N I T N IDE S E

NATIONAL SECURITY COUNCIL EOP L L A N I T N IDE S E R P E TH HE T O T E T ADVISES ELA R T A H T MATTERS N’S SECURITY NATIO IL C N U O C HE T S R I A H HE C

OFFICE OF MANAGEMENT AND BUDGET EOP LARGEST UNIT IN THE EOB PREPARES THE FEDERAL

OFFICE OF MANAGEMENT AND BUDGET EOP LARGEST UNIT IN THE EOB PREPARES THE FEDERAL BUDGET

REGULATORY AGENCIES • RESPONSIBLE FOR A SECTOR OF THE ECONOMY • GOVERNED BY A

REGULATORY AGENCIES • RESPONSIBLE FOR A SECTOR OF THE ECONOMY • GOVERNED BY A SMALL COMMISSION • MAKE, ENFORCE, AND JUDGE RULES TO PROTECT “PUBLIC INTEREST” • “ALPHABET SOUP” FCC, FEC, FTC, SEC, ETC… • “FOURTH-BRANCH OF GOVERNMENT” • “CAPTIVE THEORY” INDICATES THAT THE AGENCIES ARE CAPTIVES OF THE INDUSTRY THEY REGULATE

GOVERNMENT CORPORATIONS • PROVIDE A SERVICE THAT COULD BE PROVIDED IN THE PRIVATE SECTOR

GOVERNMENT CORPORATIONS • PROVIDE A SERVICE THAT COULD BE PROVIDED IN THE PRIVATE SECTOR • THEY CHARGE REASONABLE RATES FOR SERVICES • TVA, AMTRAK, FDIC, U. S. POSTAL SERVICE

INDEPENDENT EXECUTIVE AGENCIES • PERFORM SPECIALIZED FUNCTIONS • PRESIDENT APPOINTS THE ADMINISTRATORS OF THESE

INDEPENDENT EXECUTIVE AGENCIES • PERFORM SPECIALIZED FUNCTIONS • PRESIDENT APPOINTS THE ADMINISTRATORS OF THESE AGENCIES - NASA

BUREAUCRACIES AS POLICY MAKERS BY IMPLEMENTING, ADMINISTRATING, AND REGULATING

BUREAUCRACIES AS POLICY MAKERS BY IMPLEMENTING, ADMINISTRATING, AND REGULATING

ELEMENTS NEEDED FOR IMPLEMENTATION OF POLICY • CREATE AN AGENCY OR ASSIGN TO AN

ELEMENTS NEEDED FOR IMPLEMENTATION OF POLICY • CREATE AN AGENCY OR ASSIGN TO AN ALREADY ESTABLISHED ONE • TRANSLATE GOALS INTO RULES AND GUIDELINES • COORDINATE RESOURCES AND PERSONNEL

IMPLEMENTATION • THEY CARRY OUT THE DECISIONS OF CONGRESS, THE PRESIDENT, AND THE COURTS

IMPLEMENTATION • THEY CARRY OUT THE DECISIONS OF CONGRESS, THE PRESIDENT, AND THE COURTS • POLICIES ARE NORMALLY GOALS STATED IN BROAD TERMS AND THE BUREAUCRACIES WORK OUT THE DETAILS

IMPLEMENTATION BREAKDOWN • PROGRAM DESIGN DEFECT • UNCLEAR LAW OR POLICY • RESOURCES NOT

IMPLEMENTATION BREAKDOWN • PROGRAM DESIGN DEFECT • UNCLEAR LAW OR POLICY • RESOURCES NOT AVAILABLE TO CARRY OUT THE TASK ASSIGNED • “RED TAPE” OR S. O. P.

ELEMENTS NEEDED FOR REGULATION SUCCESS • BY CONTROLLING OR CHANGING SOME PRIVATE SECTOR PRACTICE

ELEMENTS NEEDED FOR REGULATION SUCCESS • BY CONTROLLING OR CHANGING SOME PRIVATE SECTOR PRACTICE • THIS IS THE MOST CONTROVERSIAL ELEMENT • REGULATION HAS GROWN AND SUPPORTERS SAY IT IS ESSENTIAL TO PROTECT AIR, LAND, AND WATER AND THE CITIZENRY

REGULATION PROBLEMS • RAISES PRICES • HURTS COMPETITION ABROAD • DOES NOT ALWAYS WORK

REGULATION PROBLEMS • RAISES PRICES • HURTS COMPETITION ABROAD • DOES NOT ALWAYS WORK

DEREGULATION PEOPLE BELIEVE THAT THIS WILL RELIEVE COMPLEX AND BURDENSOME POLICIES

DEREGULATION PEOPLE BELIEVE THAT THIS WILL RELIEVE COMPLEX AND BURDENSOME POLICIES

PROBLEMS WITH DEREGULATION • ENVIRONMENTAL DAMAGE • RISING UTILITY COSTS • HIGH RATE OF

PROBLEMS WITH DEREGULATION • ENVIRONMENTAL DAMAGE • RISING UTILITY COSTS • HIGH RATE OF INSURANCE PREMIUMS • TEXAS STATE COLLEGE TUITION • FINANCIAL MELTDOWN 2008

IRON TRIANGLES OR “SUBGOVERNMENTS” ARE DEFINED AS A SHARED WEB OF INTERESTS

IRON TRIANGLES OR “SUBGOVERNMENTS” ARE DEFINED AS A SHARED WEB OF INTERESTS

FEDERAL PROGRAM OR AGENCY 1. MAKES RULINGS/REGULATIONS AND IMPLEMENTS POLICY 2. PROVIDES EXPERT INFORMATION

FEDERAL PROGRAM OR AGENCY 1. MAKES RULINGS/REGULATIONS AND IMPLEMENTS POLICY 2. PROVIDES EXPERT INFORMATION FOR COMMITTEE / SUBCOMMITTEE 3. EXAMPLE: VETERAN’S AFFAIRS INDUSTRY OR INTEREST GROUP 1. SUPPORTS APPROPRIATIONS FOR PROGRAM / AGENCY 2. PROVIDES EXPERT INFORMATION TO AGENCY / PROGRAM 3. PROVIDES EXPERT INFORMATION TO COMMITTEE / 4. SUBCOMMITTEE 5. MAKES CAMPAIGN CONTRIBUTIONS TO MEMBERS OF COMMITTEE / 6. SUBCOMMITTEE 7. EXAMPLE: VETERANS OF FOREIGN WARS CONGRESSIONAL COMMITTEE OR SUBCOMMITTEE 1. APPROVES PROGRAM / AGENCY BUDGET 2. PASSES LEGISLATION AFFECTING INDUSTRY / INTEREST GROUP 3. EXAMPLE: HOUSE VETERANS’ AFFAIRS COMMITTEE