The Office of Management and Budget and the Presidency, 1921-1979

Berman, Larry

doi:10.1515/9781400867288

Cited by 3 publications

(6 citation statements)

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“…Improving the caliber of the budgetary process through centralizing authority within political branches is widely thought to impose greater fiscal restraint and consistency due to enhanced political accountability, as well as circumvent collective action problems experienced in decentralized budgetary systems containing a weak executive (e.g., Hallerberg, Strauch, & Von Hagen, ; Tabellini & Persson, ). The melding of fiscal and managerial control with the president was not only advocated by the Progressive Reformers, but also emphasized more broadly in the early history of the Bureau of the Budget (BoB) (e.g., Berman, , p. 5; Dawes, , Preface, 2, 85; Fisher, , pp. 31–44).…”

Section: The (Mis)matching Of Governance Structures: Organizational Dmentioning

confidence: 99%

Organizational design and its consequences for administrative reform: Historical lessons from the U.S. Budget and Accounting Act of 1921

Krause¹,

Jin

2019

Governance

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The landmark U.S. Budget and Accounting Act of 1921 (BAA) instituted a series of administrative reforms that proponents claimed would improve budgetary control, stability, and coherence. We maintain that the compatibility of governance structures between agency and system levels is critical for understanding why these administrative centralization efforts were successful in achieving these aims for some federal agencies but not others. The BAA reforms impact on budgetary outcomes is evaluated using panel data on major U.S. federal agencies between 1894 and 1940. Applying semiparametric heterogeneous treatment estimation techniques, we find compelling support that administrative centralization of the federal budgetary process enhanced budget stability and coherence for executive departments while resulting in a lower caliber of budgetary performance for independent agencies. These findings imply that system‐level administrative centralization efforts may be effective only when public agencies are structurally amenable to such reforms.

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Section: The (Mis)matching Of Governance Structures: Organizational Dmentioning

confidence: 99%

Organizational design and its consequences for administrative reform: Historical lessons from the U.S. Budget and Accounting Act of 1921

Krause¹,

Jin

2019

Governance

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“…Managers: Any individual with the status of supervisor of a division or undertakings of a production unit. Th ey are signifi cant as they give an alternate point of view as they oversee a substantial number of individuals and can tell from their viewpoint the fundamental diffi culties their groups encounter in the knowledge sharing and transferring procedures (Berman, 2015).…”

Section: Candidates' Profi Lementioning

confidence: 99%

The Influence of Organizational Cultural Characteristics on Knowledge Transfer Across One Belt – One Road: A Case of Chinese Companies Involved in the China-Pakistan Economic Corridor (CPEC)

Muhammad¹,

Giri²,

Ali³

et al. 2019

PAI

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Th e purpose of this paper is to investigate the relationship between organizational cultural characteristics, knowledge transfer and the role of certain identifi ed organizational cultural aspects in the execution of knowledge transfer in Chinese Multinational Companies involved in CPEC.A quantitative research plan was followed. A questionnaire was used to collect the desired data. For this study we identifi ed six factors, including trust among colleagues, communication between organizational staff , information systems, formation of the reward system, and structure of the organization which plays an important and defi ning role in the interaction between staff members and in providing possibilities to sever barriers to knowledge transfer.A total of 27 organizations involved in the China Pakistan Economic Corridor (CPEC) are identifi ed. Th e intended hypothesis was tested by using PLS-SEM, and our research fi nding indicates that all the variables except information systems did not show positive relationships.Th e study proposed that multinational organizations must understand the critical role of organizational culture and interaction among team members in promoting, sharing, and spreading knowledge to perform well and achieve organizational success thereaft er.Th is study is anticipated to help Chinese MNCs in Pakistan to understand the different cultural characteristics because according to previous studies many multinational companies overlook the impact of culture factors on the sharing of knowledge, while bearing in mind that in the literature there is no specifi c study regarding Chinese MNCs involved in CPEC. Th e conclusion of this study will help out knowledge executives charged with the drawing of fl exible knowledge management systems.

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“…The Great Society programs soon inundated the nation and the federal government. Programs began to spew out presidential task forces at a rapid pace (Berman, 1979). For instance, between 1964 and 1967, a flurry of legislative efforts led to the creation of 21 health programs, 17 educational programs, 12 urban development programs, 4 manpower training programs and 17 research development programs (Berman, 1979).…”

Section: The Great Society and Beginnings Of The Personal Staff Agencymentioning

confidence: 99%

“…Programs began to spew out presidential task forces at a rapid pace (Berman, 1979). For instance, between 1964 and 1967, a flurry of legislative efforts led to the creation of 21 health programs, 17 educational programs, 12 urban development programs, 4 manpower training programs and 17 research development programs (Berman, 1979). Stephen K. Bailey of the Maxwell School at Syracuse University-who chaired a task force under budget director Charles Schultze to report on the management of Great Society programs-lamented that programs were "marred by too many instances of confusion and contradiction" and that "the welfare of individual citizens has too often been lost in a maze of interagency and intergovernmental procedures, overlaps, delays and jurisdictional disputes" (quoted in Berman 1979, p. 82).…”

Section: The Great Society and Beginnings Of The Personal Staff Agencymentioning

confidence: 99%

“…Ben Heineman and his task force on Organization and Management of the Great Society Programs under the BoB reported that the BoB could not properly perform management functions and recommended that a program coordination office be created within the EOP. Johnson ignored the report and hid it from the incoming Nixon administration (Berman, 1979).…”

Section: The Great Society and Beginnings Of The Personal Staff Agencymentioning

confidence: 99%

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Agency Politicization and the Decline of Neutral Competence: The Case of OMB in the United States

Lim¹

2019

Korean J. Policy Stud.

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The modern presidency is heavily politicized. The president is expected to be the chief legislator, chief economist, chief psychiatrist, and chief diplomat for the nation and is the cog around which national affairs revolve. However, a politicized presidency signals the downfall of the managerial presidency that was buttressed by agencies with neutral competence. This article traces the evolution of an American budgetary agency, the Office of Management and Budget (OMB) from its inception to the present, documenting the baleful impact of the politicized presidency on the OMB. Amid politicization, the OMB lost its professional reputation for neutral competence and was replaced by the Congressional Budget Office as the foremost authority on national budgetary matters. This article, in essence, presents a cautionary tale of agency politicization in modern bureaucracy.

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The Office of Management and Budget and the Presidency, 1921-1979

Cited by 3 publications

References 0 publications

Organizational design and its consequences for administrative reform: Historical lessons from the U.S. Budget and Accounting Act of 1921

Organizational design and its consequences for administrative reform: Historical lessons from the U.S. Budget and Accounting Act of 1921

The Influence of Organizational Cultural Characteristics on Knowledge Transfer Across One Belt – One Road: A Case of Chinese Companies Involved in the China-Pakistan Economic Corridor (CPEC)

Agency Politicization and the Decline of Neutral Competence: The Case of OMB in the United States

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