THE BUREAUCRACY

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

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

3. 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

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

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

6. BUREAUCRATIC ORGANIZATION

7. 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

8. 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

9. 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!!!

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

11. NATIONAL SECURITY COUNCIL EOP ADVISES THE PRESIDENT IN ALL MATTERS THAT RELATE TO THE NATION’S SECURITY HE CHAIRS THE COUNCIL

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

13. 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

14. 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

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

16. BUREAUCRACIES AS POLICY MAKERS BY IMPLEMENTING, ADMINISTRATING, AND REGULATING

17. 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

18. 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

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

20. 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

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

22. DEREGULATION PEOPLE BELIEVE THAT THIS WILL RELIEVE COMPLEX AND BURDENSOME POLICIES

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

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