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Testimony issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO discussed the management challenges facing the Office of Management and Budget (OMB), focusing on the broader challenges facing the nation and the federal government now and in the future and their implications for central leadership approaches in general, and OMB in particular."

Describes the OMA's range of responsibilities, including personnel and budget management, allocation of privileges, and supervision of the Travel Office, the Visitors Office, the Intern Program, and the White House Security Office, the OMA's role in presidential transitions, and how it has been run since its creation during the Carter administration.

The Office of Management and Administration (OMA) grew out of President Carter's 1977 reorganization of White House administration. Its title dates to the administration of George H. W. Bush. The head of the office, the assistant to the president for management and administration, currently handles numerous White House administrative functions such as salaries, office space, and budgeting, along with the allocation of perquisites like mess privileges and parking. OMA supervises units collectively called "White House Operations," including the Travel Office, the Visitors Office, the Intern Program, and personnel security. The assistant for management and administration also oversees the White House Military Office. Drawing principally on interviews with former heads of the OMA and its predecessors, this article enumerates the great range of the office's responsibilities, highlights areas of potential controversy, considers the characteristics of a successful OMA manager, and summarizes the diverse approaches that have been taken to running the office.

Authors' Note: It is too early to provide a definitive view and appraisal of the Office of Management and Budget in the Reagan presidency. The discussion that follows is based partly on current and recent articles and a few recent monographs and books, many of which are credited in footnotes. In additon we have relied upon a considerable number of interviews with current participants and alumni of OMB as well as with some observers from outside. It would be impracticable to list those who helped us, but we are grateful to all of them. The substance of this article was completed in mid‐July 1982.

In the first comprehensive study of the Office of Management and Budget Larry Berman traces its evolution from a once impartial and objective presidential staff agency to The Office of Meddling and Bumbling (TOMB), as it was known by the end of the Nixon administration. In doing so he analyzes both its established role and the subsequent changes in this role as different presidents attempted to respond to a variety of external demands. Originally published in 1979. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books f

In the first comprehensive study of the Office of Management and Budget Larry Berman traces its evolution from a once impartial and objective presidential staff agency to The Office of Meddling and Bumbling (TOMB), as it was known by the end of the Nixon administration. In doing so he analyzes both its established role and the subsequent changes in this role as different presidents attempted to respond to a variety of external demands. Originally published in 1979. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books f.

At head of title: Coordination of digital cartographic activities in the federal government. ; Description based on: Second annual report, 1984. ; Mode of access: Internet.

Congressional Record - Appointments of Offices of Director and Deputy Director of Office of Management and Budget

This article introduces a series of retrospective articles on the Reagan administration. The Office of Management and Budget became a major actor in the budget debate over the last eight years. The Reagan administration has seen a change in OMB's role from that of an advisor to the president, to an agency with a central role to play in the development of the president's foreign and domestic policy within budgetary constraints. The article focuses on how OMB has reacted to these changes producing budget conventions and techniques unique to the 1980s.