This dissertation discusses the administrative mechanisms used to execute the president's federal interagency program for national security emergency preparedness (NSEP). The research examines NSEP organizational history starting with its formal creation in 1933, and focusing on its most recent structure, the Federal Emergency Management Agency (during the 1978-1990 period). The dissertation explores formal organizations as manifestations of public policy. The critical events of recent NSEP history resulting in the redefinition of the public policy are the focus of this case study. The findings are: (1) that reorganization has been a significant aspect of NSEP history; (2) that the formal and informal relationship of an organization and its leadership with the White House constitute a critical aspect of organizational design; (3) that the task of coordination is a murky one rife with hazards; and (4) that the effectiveness of a reorganization can be undermined by its implementation. / Ph. D.

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Thesis. 1979. M.C.P.--Massachusetts Institute of Technology. Dept. of Urban Studies and Planning. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND ROTCH. / Bibliography: leaves 116-126. / M.C.P.

A normative theory of public administration grounded in the Constitution is examined in practice from individual, institutional and situational perspectives. This theory argues that public administrators should use their discretionary power in order to maintain the balance of powers among the three branches of government in support of individual rights. The role of serving multiple constitutional masters simultaneously is captured by the concept of subordinate autonomy. The individual level of analysis describes the process by which a variety of public administrators at several levels of government have illustrated constitutional subordinate autonomy in their careers. The institutional perspective examines how public administrators can be influenced by the agencies in which they operate, and how these factors interplay with the constitutional model. The situational perspective presents classic dilemmas commonly faced by public administrators that are relevant to the constitutional model. The case studies presented illustrate the usefulness and limitations of this normative theory by examining several factors which guide and restrain public administrators as they struggle with contentious issues and use their discretion to influence the direction of public policies and programs. / Ph. D.

Public administration addresses issues that competing and aligning groups determine to be meaningful enough to address. However, there seems to be no shared universally objective ways of remedying anything. Everything is up for argument. Additionally, attempting to solve one set of problems often creates other connected problems and/or unintended consequences. So, public work ever [sic] never ends. This dissertation's purpose was to contribute a new theoretical understanding of the experience and practice of public administration. Its research addressed if and how a grounded existential theoretical framework could emerge that would help practitioners and scholars understand and describe public administrative efforts and experiences. Currently, there is no existential theory of public administration. This dissertation sought to initiate work in that direction. This dissertation employed a grounded theory methodology to collect information from Senior Executive Service (SES) members, to analyze the information for emerging concepts and theoretical relevance through constant comparison, and to discover/construct a theoretical framework for understanding public administrative efforts and experiences. "The grounded theory approach is a general methodology of analysis linked with data collection that uses a systematically applied set of methods to generate an inductive theory about a substantive area" (Glaser, 1992, p. 16). / This dissertation identified the emergence of three categories/themes that organized what the SES members were saying, doing, and perceiving. These categories include "the environment," "the work," and "the individual." The core category/theme, "the Sisyphusian predicament," theoretically unifies these categories/themes through a metaphorical application of existential concepts. It describes the issues administrators experience (never-endingness, boundedness, and finitude in the face of infinitude (managing the scope and scale of one's intentions; generating and authoring relevance, significance, and meaning; and the choice for metaphysical revolt/ microemancipation). There are scholarly and practicable applications of this framework. This dissertation contributes exploratory work towards developing a new theoretical alternative within public administration. It provides an alternative approach for viewing and understanding organizational processes within public organizations. Additionally, an existential approach facilitates a plurality of competing schools of thought wherein administrators can select approaches to decision making and acting on the basis of context and utility. / by T. Lucas Hollar. / Thesis (Ph.D.)--Florida Atlantic University, 2008. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2008. Mode of access: World Wide Web.

This research employed a model of interorganizational relations (Van de Ven, 1976) based on social action theory to examine the interagency relationships between Title III/Area Agencies on Aging (AAA) and Social Services Block Grant (SSBG) agencies across the country. The specific purpose of this study was to investigate five AAA/SSBG agency relationships using case study methodology to determine the adequacy of Van de Ven’s model in portraying the relationships. I also examined possible changes in the framework that might enhance its ability to characterize the relationships. In general, qualitative data analysis supported the model’s ability to depict the interagency relationships. The following factors were influential in the formation and continued functioning of at least three of the five interagency relationships: (a) resource needs, dependence, and exchange; (b) a commitment to serving older adults; (c) a commitment to the interagency relationship; (d) interagency communication, awareness, and information exchange; (e) interagency consensus (i.e., agreement between agency representatives on the goals and expectations of each agency in the relationship); (f) domain similarity (e.g., overlap in client populations and geographic service areas); (g) informal means of interaction and communication; and (h) perceived effectiveness of the interagency effort by agency representatives. Based upon the results of this investigation, I have proposed a revised framework that incorporates the major components of the original model but also simplifies and conceptually clarifies important relationship factors. It places more emphasis on the individuals involved in interagency relationships and is tailored to fit the special circumstances of social service agencies. An important implication of these findings for further research is the need for examining other social service agencies with the original and revised framework to further enhance their usefulness in characterizing interagency interaction. Implications for practice include the use of this information about AAA/SSBG agency relationships to improve interagency collaboration, service delivery and planning, and public policy decisions. / Ph. D.

This research project examines Presidential and Congressional attempts to increase the efficiency and effectiveness of the United States government. It describes prior reform efforts and then focuses on President George W. Bush's management agenda.

This paper determines relationships between three elements of the American policy process: legislature, agency, and administrative clientele. It concerns interrelationships between these elements and their affect to agency functions. A model is constructed; revealing the policy process, illustrating behavior patterns responsible for normal functioning and failure of policies and programs. The model develops through study of a single policy area. Supplemental data are provided from a survey. The paper concludes that the process is based on legislation-- causing activity in an agency or substantial change in programs; agency actions, seated in its own organizational objectives, and resultant to internal conflicts; and by clientele behavior, determined by agency actions or inactions. This model may help predicting policy outcomes, but only after similar but more comprehensive studies.