Chester Barnard (l938) "functions of the Executive"

    informal organization is indispensable in the operation of formal organization because;
    1) basis of communication
    2) cohesiveness through willingness to serve and stability of authority
    3) maintaining feeling of personal integration and self respect

    "informal organization is indefinite and rather structureless...unconscious processes of society....a shapeless mass of quite varied densities. Areas of special density are informal organizations as distinguished from social organizations in its informal aspects. "

    "informal organization compels a certain amount of formal organization and probably cannot persist without it. ...even purely social interaction requires a considerable concentration on definite purpose or ends of action to maintain the association." Informal organization can be exhausted when individuals are placed in a social vacuum , producing a feeling and also objective behaviors of being lost....or when conflicting obligations create a paralysis of social action or anomie. "

    "The relation of a person to a large organization is through those whom he is in immediate contact....comradeship is more powerful than patriotism...purposeful cooperation is the chief source of logical faculties....rational action is chiefly a purposive cooperative action....uniform states of mind can crystallize into mores and customs"

    The Brownlow Committee on Administrative Management (1937) "management in democracy"

    "canons of efficiency require the establishment of a responsible and effective chief executive as the center of energy, direction and administrative management; the systematic organization of all activities in the hands of qualified personnel...and appropriate staff agencies. There must also be provision for planning, a complete fiscal system and means for holding the executive accountable for his program."

    We do not need new principle but, rather, a modernizing of our managerial equipment.
    Specifically;
    1)expand White House staff
    2)strengthen managerial agencies as arms of chief executive...Civil Service Administration, Bureau of the budget and National Resources Board should be part and parcel of the Executive office."
    3)extend merit system
    4)reorganize the 100+agencies into a few large departments
    5) revise fiscal system in light of private practices, particularly records, audit and accountability to Congress.

    "We know that bad management may spoil good purposes, and that without good management democracy itself cannot achieve its highest goals"

    "The White House staff should be small in number, remain in the background, issue no orders, make no decisions, make no public statements...they should have a passion for anonymity

    "the true place of the expert is on tap, not on top.... History shows that the common man is a better judge of his own needs in the long run than any cult of experts."

    Luther Gulick (1937) "Structural-functionalism and POSDCORB"

    The purpose is to organize and institutionalize the executive function in a complicated situation....management has lost all specific content so we identify the executive's statement or work or activities as POSDCORB. If these elements are accepted as the duties of the executive then they can be separately organized as subdivisions of the executive..... to establish and perfect the structure of authority between the director and the ultimate work divisions...this is the central concern."

    David Rosenbloom (1983) "managerial. political and legal views of public"

    " lack of a unified theory of public administration is due to the markedly different views of public administration as managerial, political and legal meanings. These differences follow the Constitutional separation of powers and are not likely to be synthesized without violating deeply ingrained American cultural values."

    a) managerial = see Woodrow Wilson, then Frederick Taylor and Max Weber, then Luther Gulick and Brownlow Commission: "the goodness or badness of a particular organizational pattern was a mathematical relationship of inputs to outputs;" "functional specialization for efficiency; hierarchy for effective coordination;" "an impersonal view of individuals, whether employees or clients;" "direct citizen participation seen as time consuming and representative democracy preferred"