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Light presents a revealing look at how thick the bureaucracy really is, how and why thickening occurs, what difference it might make, and what can be done to both reverse the process and keep the thickening from growing back.
Government is under enormous pressure to change. Call it reinventing, reengineering, or plain old change, but the mandate remains the same: produce more with less, and satisfy the customer while doing it. Yet, successful reform must involve more than exhortation and slogans. Paul Light argues that a failure to pay attention to the thickening of government over the past half century may doom any reinventing effort. The federal government has never had so many leaders. There are more layers of management between the top and bottom of government, with more administrative units and occupants at each layer. Bill Clinton is further from the frontlines of government than any president in American history. If the past decades are any indication, he will exit a presidency that is even thicker. Light presents a revealing look at how thick the bureaucracy really is, how and why thickening occurs, what difference it might make, and what can be done to both reverse the process and keep the thickening from growing back. Light shows how the management layers between the top and bottom of government—between air traffic controllers and the Secretary of Transportation, food inspectors and the Secretary of Agriculture, and so on—have steadily increased. In 1960, for example, John F. Kennedy's senior-most appointments came in four layers: secretary, under secretary, assistant secretary, and deputy assistant secretary. By 1992, the number of layers had tripled. In the meantime, the number of occupants at each layer grew geometrically; the number of assistant secretaries jumped from 81 to 212. A government of managers means the president has very little direct access or control over what happens far below, a basic problem of accountability. Information gets distorted on the way up, and guidance gets lost on the way down. Thickening often creates so many bureaucratic baffles that no one can be held accountable for any decision; mid-level workers may have so many bosses that they effectively have none. Light concludes that practically nothing by way of quality management, service-government, or employee involvement can work with these towering government agencies. But practically nothing will fail if a radical "down- layering" is undertaken now.
The federal government is having increasing difficulty faithfully executing the laws, which is what Alexander Hamilton called “the true test” of a good government. This book diagnoses the symptoms, explains their general causes, and proposes ways to improve the effectiveness of the federal government. Employing Hamilton’s seven measures of an energetic federal service, Paul Light shows how the government is wanting in each measure. After assessing the federal report card, Light offers a comprehensive agenda for reform, including new laws limiting the number of political appointees, reducing the layers of government management, reducing the size of government as its baby-boom employees retire, revitalizing the federal career, and reducing the heavy outsourcing of federal work. Although there are many ways to fix each of the seven problems with government, only a comprehensive agenda will bring the kind of reform needed to reverse the overall erosion of the capacity to faithfully execute all the laws.
Beginning in the late 1950s and continuing through the 1970s, the United States experienced a vast expansion in national policy making. During this period, the federal government extended its scope into policy arenas previously left to civil society or state and local governments. With The Great Broadening, Bryan D. Jones, Sean M. Theriault, and Michelle Whyman examine in detail the causes, internal dynamics, and consequences of this extended burst of activity. They argue that the broadening of government responsibilities into new policy areas such as health care, civil rights, and gender issues and the increasing depth of existing government programs explain many of the changes in America politics since the 1970s. Increasing government attention to particular issues was motivated by activist groups. In turn, the beneficiaries of the government policies that resulted became supporters of the government’s activity, leading to the broad acceptance of its role. This broadening and deepening of government, however, produced a reaction as groups critical of its activities organized to resist and roll back its growth.
How does the government decide what’s a problem and what isn’t? And what are the consequences of that process? Like individuals, Congress is subject to the “paradox of search.” If policy makers don’t look for problems, they won’t find those that need to be addressed. But if they carry out a thorough search, they will almost certainly find new problems—and with the definition of each new problem comes the possibility of creating a government program to address it. With The Politics of Attention, leading policy scholars Frank R. Baumgartner and Bryan D. Jones demonstrated the central role attention plays in how governments prioritize problems. Now, with The Politics of Information, they turn the focus to the problem-detection process itself, showing how the growth or contraction of government is closely related to how it searches for information and how, as an organization, it analyzes its findings. Better search processes that incorporate more diverse viewpoints lead to more intensive policymaking activity. Similarly, limiting search processes leads to declines in policy making. At the same time, the authors find little evidence that the factors usually thought to be responsible for government expansion—partisan control, changes in presidential leadership, and shifts in public opinion—can be systematically related to the patterns they observe. Drawing on data tracing the course of American public policy since World War II, Baumgartner and Jones once again deepen our understanding of the dynamics of American policy making.
Political executives have been at the centre of public and scholarly attention long before the inception of modern political science. In the contemporary world, political executives have come to dominate the political stage in many democratic and autocratic regimes. The Oxford Handbook of Political Executives marks the definitive reference work in this field. Edited and written by a team of word-class scholars, it combines substantive stocktaking with setting new agendas for the next generation of political executive research.
With rare exceptions, few large institutions change bosses every two or three years. Yet the U.S. Government has temps on top. American government has 3,000 presidential political appointees and thousands more state and local political appointees, who refer to their in-and-out bosses as 'Christmas help.' Beyond a Government of Strangers is the first book to focus on the men and women who stick around, on the career executives and their own roles in the executive branch. Robert Maranto provides pithy, sage advice on how career bureaucrats can improve tenuous relationships and overcome conflicts with political appointees, especially during presidential transitions, for more effective government from the top down.
This comprehensive two-volume guide is the definitive source for researchers seeking an understanding of those who have occupied the White House and on the institution of the U.S. presidency. Readers turn Guide to the Presidency and the Executive Branch for its wealth of facts and analytical chapters that explain the structure, powers, and operations of the office and the president’s relationship with Congress and the Supreme Court. The fifth edition of this acclaimed reference completes coverage of the George W. Bush presidency, the 2008 election, and the first 3 years of the presidency of Barack Obama. This includes coverage of their handling of the economic crisis, wars abroad, and Obama’s healthcare initiatives. The work is divided into eight distinct subject areas covering every aspect of the U.S. presidency, and all chapters in each subject area have been revised and updated: Origins and Development of the Presidency, including constitutional beginnings, history of the presidency and vice presidency, and presidential ratings Selection and Removal of the President, including the electoral process, a chronology of presidential elections, removal of the president and vice president, and succession Powers of the Presidency, including the unilateral powers of the presidency and those as chief of state, chief administrator, legislative leader, commander in chief, and chief economist The President, the Public, and the Parties, including presidential appearances, the president and political parties, the president and the news media, the presidency and pop culture, public support and opinion, and the president and interest groups The Presidency and the Executive Branch, including the White House Office, the Office of the Vice President, supporting organizations, the cabinet and executive departments, presidential commissions, and executive branch housing, pay, and perquisites Chief Executive and Federal Government, including the president and Congress, the president and the Supreme Court, and the president and the bureaucracy Presidents, their Families, and Life in the White House and Beyond, including the daily life of the president, the first lady, the first family, friends of presidents, and life after the presidency Biographies of the Presidents, Vice Presidents, First Ladies This new volume also features more than 200 textboxes, tables, and figures. Major revisions cover the supporting White House organizations and the president’s role as chief economist. Additional reference materials include explanatory headnotes, as well as hundreds of photographs with detailed captions.
Popular distrust and the entrenchment of government by professionals lie at the root of America’s most pressing political problems. How did U.S. politics get to this point? Contemporary American politics got much of its shape from the transformations brought about from the 1950s to the 1980s. Presidential and congressional behavior, voting behavior, public opinion, public policy and federalism were all reconfigured during that time and many of those changes persist to this day and structure the political environment in the early twenty-first century. Throughout American history, parties have been a reliable instrument for translating majority preferences into public policy. From the 1950s to the 1980s, a gradual antiparty realignment, alongside the growth of professional government, produced a new American political system of remarkable durability – and remarkable dysfunction. It is a system that is paradoxically stable despite witnessing frequent shifts in party control of the institutions of government at the state and national level. Schier and Eberly's system-level view of American politics demonstrates the disconnect between an increasingly polarized and partisan elite and an increasingly disaffected mass public.