The Federal Bureaucracy Chapter 15

The Bureaucrats Myths:  Americans dislike bureaucrats.  Bureaucracies are growing bigger each year.  Most federal bureaucrats work in Washington, D.C.  Bureaucracies are ineffective, inefficient and always mired in red tape. Reality: Most tasks performed by bureaucrats are not controversial. Myths:  Americans dislike bureaucrats.  Bureaucracies are growing bigger each year.  Most federal bureaucrats work in Washington, D.C.  Bureaucracies are ineffective, inefficient and always mired in red tape. Reality: Most tasks performed by bureaucrats are not controversial.

The Bureaucrats  A bureaucrat is someone who works for the government, carrying out policy.  Most demographically representative part of government.  Diversity of jobs mirrors the private sector.  A bureaucrat is someone who works for the government, carrying out policy.  Most demographically representative part of government.  Diversity of jobs mirrors the private sector.

The Bureaucrats  Patronage: Job given for political reasons.  Pendleton Civil Service Act in 1883 began the creation of a merit- based civil service.  Civil Service: System of hiring and promotion based on merit and nonpartisanship.  Merit Principle: Entrance exams and promotion ratings to find people with talent and skill.  Office of Personnel Management: The federal office in charge of most of the government’s hiring.  Patronage: Job given for political reasons.  Pendleton Civil Service Act in 1883 began the creation of a merit- based civil service.  Civil Service: System of hiring and promotion based on merit and nonpartisanship.  Merit Principle: Entrance exams and promotion ratings to find people with talent and skill.  Office of Personnel Management: The federal office in charge of most of the government’s hiring.

The Bureaucrats The Plum Book  Published by Congress.  Lists the very top jobs available for Presidential appointment.  Presidents work to find capable people to fill the positions.  Some plum jobs (ambassadorships) are patronage. The Plum Book  Published by Congress.  Lists the very top jobs available for Presidential appointment.  Presidents work to find capable people to fill the positions.  Some plum jobs (ambassadorships) are patronage.

The Weberian Model  Hierarchical authority structure  Uses task specialization  Operate on the merit principle  Behave with impersonality  A well-organized machine with lots of working parts.  Hierarchical authority structure  Uses task specialization  Operate on the merit principle  Behave with impersonality  A well-organized machine with lots of working parts.

The Acquisitive Model Bureaucracies seek to maximize their budgets  Work to expand their powers and programs, even joining with Congress to expand their functions  Often operate under monopolistic conditions  Privatization could cut back on the monopolistic attitudes of the bureaucracies Bureaucracies seek to maximize their budgets  Work to expand their powers and programs, even joining with Congress to expand their functions  Often operate under monopolistic conditions  Privatization could cut back on the monopolistic attitudes of the bureaucracies

Four Categories of Bureaucracy  The Cabinet Departments  15 Cabinet departments  14 headed by a secretary  Department of Justice headed by Attorney General  Each has its own budget, staff and policy areas  Republicans have been trying to eliminate several departments  The Cabinet Departments  15 Cabinet departments  14 headed by a secretary  Department of Justice headed by Attorney General  Each has its own budget, staff and policy areas  Republicans have been trying to eliminate several departments

Four Categories of Bureaucracies Regulatory Agencies  Independent: Responsible for some sector of the economy making rules and judging disputes to protect the public interest.  Headed by a commission of 5-10 people.  Rule making is an important function watched by interest groups and citizens alike.  EPA, SEC Regulatory Agencies  Independent: Responsible for some sector of the economy making rules and judging disputes to protect the public interest.  Headed by a commission of 5-10 people.  Rule making is an important function watched by interest groups and citizens alike.  EPA, SEC

Four Categories of Bureaucracies  Government Corporations  Business like- provide a service like private companies and typically charges for its services  Postal Service, Amtrak are examples  Independent Executive Agencies  The agencies that don’t fit anywhere else  NASA is an example  Government Corporations  Business like- provide a service like private companies and typically charges for its services  Postal Service, Amtrak are examples  Independent Executive Agencies  The agencies that don’t fit anywhere else  NASA is an example

Implementation kT ranslating the goals and objectives of a law passed by Congress into an operating, ongoing program. iIt includes: kCreating / assigning an agency the policy kTurning policy into regulations. kCoordinating resources to achieve the goals. kGetting feedback and revising regulations. kT ranslating the goals and objectives of a law passed by Congress into an operating, ongoing program. iIt includes: kCreating / assigning an agency the policy kTurning policy into regulations. kCoordinating resources to achieve the goals. kGetting feedback and revising regulations.

Why Some Policies Fail dPoor program design dLack of Clarity. eCongressional laws are ambiguous and imprecise. eSometimes the laws conflict with each other. eTitle IX dLack of Resources eBudget cuts may make it difficult for agencies to fulfill their goals. dPoor program design dLack of Clarity. eCongressional laws are ambiguous and imprecise. eSometimes the laws conflict with each other. eTitle IX dLack of Resources eBudget cuts may make it difficult for agencies to fulfill their goals.

Why Policies Fail  Administrative Discretion  Ability to ignore or subvert portions a policy  Street-level bureaucrats have the most discretion.  Fragmentation.  Some policies are spread among several agencies.  Administrative Discretion  Ability to ignore or subvert portions a policy  Street-level bureaucrats have the most discretion.  Fragmentation.  Some policies are spread among several agencies.

Why Policies Succeed  A Case Study: The Voting Rights Act of 1965  Had a clear, concise goal (increase registration and turnout rates among Afircan Americans).  The implementation was clear (send Federal Marshals to the South).  Those carrying out the law had obvious authority and vigor to do so.  A Case Study: The Voting Rights Act of 1965  Had a clear, concise goal (increase registration and turnout rates among Afircan Americans).  The implementation was clear (send Federal Marshals to the South).  Those carrying out the law had obvious authority and vigor to do so.

Regulation  Regulation: Use of governmental authority to control or change some practice in the private sector.  A Full Day of Regulation.  Federal agencies check, verify and inspect many of the products and services we take for granted.  Regulation: Use of governmental authority to control or change some practice in the private sector.  A Full Day of Regulation.  Federal agencies check, verify and inspect many of the products and services we take for granted.

Regulation  Command-and-Control Policy: Government tells business how to reach certain goals, checks the progress and punishes offenders.  Incentive System: Positive behavior is rewarded with tax credits or other benefits.  Command-and-Control Policy: Government tells business how to reach certain goals, checks the progress and punishes offenders.  Incentive System: Positive behavior is rewarded with tax credits or other benefits.

Deregulation  Deregulation: The lifting of restrictions on business, industry and professional activities.  Problems with Strict Regulations  Raises prices  Hurts U.S.’s competitive position abroad  Are not always effective  Deregulation: The lifting of restrictions on business, industry and professional activities.  Problems with Strict Regulations  Raises prices  Hurts U.S.’s competitive position abroad  Are not always effective

Understanding Bureaucracies  Bureaucracy and Democracy  Iron Triangles and Issue Networks  A mutually dependent relationship between bureaucratic agencies, interest groups, and congressional committees or subcommittees.  Exist independently of each other.  They are tough, but not impossible, to eliminate  Some argue they are being replaced by wider issue networks that focus on more policies.  Bureaucracy and Democracy  Iron Triangles and Issue Networks  A mutually dependent relationship between bureaucratic agencies, interest groups, and congressional committees or subcommittees.  Exist independently of each other.  They are tough, but not impossible, to eliminate  Some argue they are being replaced by wider issue networks that focus on more policies.

Iron Triangle

Understanding Bureaucracies