Suchergebnisse

FDR's "great reorganizer," April-July 1939 -- War in Europe, empowering BOB, and first budget, July-December 1939 -- Spending, reorganization, defense, and third term campaign, 1940 -- Neither war nor peace business as usual, 1941 -- The first year of the war, 1942 -- The second year of the war, 1943 -- The third year of the war and fourth term campaign, 1944 -- FDR's fourth term, 1945 -- Conclusion: FDR's other assistant president.

Contents -- Preface -- Abbreviations -- Introduction -- 1. Origins of the Idea of a Presidential Personnel Agency, 1913-1936 -- 2. The Political Battle over Creating a Presidential Personnel Agency, 1937-1939 -- 3. FDR Constructs a Personnel Management Apparatus, 1939 -- 4. The Liaison Office for Personnel Management in Operation, 1939-1941 -- 5. The Liaison Office for Personnel Management in World War II, 1942-1945 -- 6. From the Liaison Office for Personnel Management to a Full-Fledged Presidential Personnel Agency, 1945-1979 -- Conclusion -- Notes -- Bibliography -- Index

Government bureaucracy is something Americans have long loved to hate. Yet despite this general antipathy, some federal agencies have been wildly successful in cultivating the people's favor. Take, for instance, the U.S. Forest Service. The agency early on gained a foothold in the public's esteem when President Theodore Roosevelt championed its conservation policies and Forest Service press releases led to favorable coverage and further goodwill. In Congress vs. the Bureaucracy, political scientist Mordecai Lee explores a century of congressional efforts to prevent government agencies from gaining support for their initiatives by communicating directly with the public.

Introduction: Government Public Relations : What's OK and What's Not? -- Part I. Government PR in Peacetime -- Government PR for Widely Held Values : Horton at the Maritime Commission, 1938-1940 -- Government PR When the President Is Running for Reelection : Horton at the National Defense Advisory Commission, June-November 1940 -- Part II. Government PR in the Twilight between Peace and War -- Horton at the Office of Production Management, November 1940-February 1941 -- An Overview of Horton's Autonomous Division of Information, March-December 1941 -- The Division of Information's Programs and Management, March-December 1941 -- Part III. Government PR in Wartime -- An Overview of Horton's Autonomous Division of Information, December 1941-June 1942 -- The Division of Information's Programs and Management, December 1941-June 1942 -- Horton and Government PR after the Division of Information, June 1942-June 1946 -- Conclusion: Robert Horton and the Practice of Government PR

In addition to traditional management tools, government administrators require a fundamental understanding of the tools available to address the ever-changing context of government communications. Examining the ins and outs of the regulations influencing public information, The Practice of Government Public Relations unveils novel ways to integrate cutting-edge technologies--including Web 2.0 and rapidly emerging social media--to craft and maintain a positive public image. Expert practitioners with extensive government communications experience address key topics of interest and provide an up-

"Mordecai Lee provides a lively and authoritative account of an important administrative reform undertaken in the shadow of Watergate. He argues persuasively that Nixon's experiment with super-secretaries might have been the last grand attempt to impose order on the bulk of the federal bureaucracy."ùAlasdair S. Roberts, Rappaport Professor of Law and Public Policy, Suffolk University Law School.

Bureaus of efficiency were established in America as part of the civic reform agenda during the Progressive era at the beginning of the twentieth century. In some cities they were nonprofit agencies pushing for governmental reform from the outside. In other cities, efficiency bureaus were established by reformers as departments within municipal government, school districts or counties. The goal of such bureaus was to promote efficiency in local government, as a way of fighting political corruption, urban machines and political bosses. Efficiency bureaus sought to professionalize local governme

Much maligned in the past as wasteful and self-serving, government public relations provides several distinct services that can be used to advance the substantive mission of an agency in ways that save money, time, and effort. In the same manner as budgeting, HR, strategic planning, and performance assessment, public relations must be included in the contemporary public administrator's toolbox. Using unorthodox yet cost effective measures, public relations can increase the utilization of governmental goods and services, promote voluntary compliance with new laws, improve media relations, and s.

Why study the Bureau of Efficiency? -- Origins -- Inventing a central staff agency : congress proposes, the president disposes -- An administrative sketch of the bureau -- A staff agency at work -- A presidential staff agency -- A congressional staff agency -- Terminating the bureau : congress proposes, the president disposes -- Assessing the first federal staff agency