Contents: Intro.; Admin. Orders; Certificates; Designations of Officials; Exec. Orders; General Licenses; Homeland Security Pres. Directives; Interpretations; Letters on Tariffs and Internat. Trade; Military Orders; National Security Instruments: NSC Policy Papers; National Security Action Memo; National Security Study Memo and National Security Decision Memo; Pres. Review Memo and Pres. Directives; National Security Study Memo and National Security Decision Directives; National Security Reviews and National Security Directives; Pres. Review Directives and Pres. Decision Directives; National Security Pres. Directives; Pres. Announcements; Pres. Findings; Pres. Reorg. Plans; Proclamations; Reg¿s.; Source Tools. A print on demand report.
A Practical Guide in Five Steps Most executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reason—reorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment. But everyone hates them. No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. It’s no wonder companies treat a reorg as a mysterious process and outsource it to people who don’t understand the business. It doesn’t have to be this way. Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinsey’s Organization Practice, present a practical guide for successfully planning and implementing a reorg in five steps—demystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an “art” into a “science” that executives can replicate—in companies or business units large or small. It isn’t rocket science and it isn’t bogged down by a lot of organizational theory: the five steps give people a simple, logical process to follow, making it easier for everyone—both the leaders and the employees who ultimately determine a reorg’s success or failure—to commit themselves to and succeed in the new organization.
What do you do when it’s time to get off the fence? One of the world’s most noted leadership experts, Michael Useem uses dramatic storytelling to show how to master the art and science of being decisive. He places you smack in the middle of people who faced their go point, when actions–or lack of them–determined the fates of individuals, companies, and countries. • Why on earth did Robert E. Lee send General George Pickett on an almost suicidal charge against the Union lines at Gettysburg? • How does the leader of a firefighting crew make life-or-death decisions when one direction means safety, the other danger? • You’ve just assumed responsibility for a scandal-wracked corporation, a company teetering on the brink of disaster. What you decide over the course of the next several days will have consequences for thousands of employees and investors. How do you fulfill your responsibilities? You’ll discover why some decisions were flawless, perfectly on target, and others utterly disastrous. Most of all, you’ll learn how to make the right calls yourself, whether you’re changing your career, launching a product, or deciding on a potential acquisition or merger.
Examines the political history of administrative reform undertaken by 20th-century presidents. Attempting to explain the growth of modern bureaucracy within an 18th-century framework and the expansion of presidential control over administrative powers, the author explores the relationship between administrative theory and the dilemmas posed for a developing administrative state by the separation of powers. He also looks at and compares successive cases of presidentially initiated comprehensive reform planning, in order to understand the implications for the president's institutional role. Paper edition (unseen), $25.00. Annotation copyrighted by Book News, Inc., Portland, OR
The Politics of Federal Reorganization: Creating the U.S. Department of Education deals with the politics underlying the creation and early implementation of the U.S. Department of Education, with emphasis on the characteristics and dimensions of the stages of the policy process. The literature on reorganization in general, and federal government reorganization in particular, is examined. Comprised of nine chapters, this volume provides a glimpse into the reasons why reorganization efforts are ubiquitous and yet very difficult to implement. A number of themes are discussed: the importance of the stages of the policy process in shaping the nature of political action; the internal tensions within the executive branch; the conflict between the culture of analysis and the culture of politics; the role of interest groups and issue networks in shaping public policy; and the continuing uncertainty about the federal role in education. Jimmy Carter's goals in establishing a new Department of Education are also analyzed, along with the deliberations in Congress and Ronald Reagan's proposals to abolish the department. This monograph will be of interest to political scientists, politicians, policymakers, and government officials.
In 1934, Commissioner of Indian Affairs John Collier began a series of "congresses" with American Indians to discuss his proposed federal bill for granting self-government to tribal reservations. In "The Indian Reorganization Act," Vine Deloria, Jr., compiled the actual historical records of those congresses and made available important documents of the premier years of reform in federal Indian policy as well as the bill itself.
A quiet revolution came to corporate America during the late 1980s and early 1990s. Large shareholders - pension funds, insurance companies, money managers, and commercial banks - exercised new-found muscle, pressuring senior managers to improve disappointing financial results by reshaping their organizations. Michael Useem reveals how those investor pressures have transformed the inside structures of many corporations, better aligning them with shareholder interests. Useem draws on numerous sources, including interviews with senior managers and intensive studies of seven large corporations representing a range of restructuring experiences and industries - including pharmaceuticals, transportation, chemicals, retailing, and financial services. He shows that organizational changes have affected many areas of corporate life: headquarters staffs have been reduced, authority has filtered down to operating units, and compensation has become more closely tied to performance. Change also extends to corporate governance, where managers have fought back by seeking legal safeguards against takeovers and by staggering board terms. They've also put significant resources into building more effective relations with shareholders. As Useem demonstrates, this revolution has reached beyond the corporation, influencing American politics and law. As increasing ownership concentration has caused companies to focus more attention on shareholders, corporate political agendas have shifted from fighting government regulation to resisting shareholder intrusion. This book will be important reading for managers, economists, lawyers, financial analysts, and all observers of American business.
Now in a fully updated edition, this invaluable reference work is a fundamental resource for scholars, students, conservationists, and citizens interested in America's national park system. The extensive collection of documents illustrates the system's creation, development, and management. The documents include laws that established and shaped the system; policy statements on park management; Park Service self-evaluations; and outside studies by a range of scientists, conservation organizations, private groups, and businesses. A new appendix includes summaries of pivotal court cases that have further interpreted the Park Service mission.
This textbook reader discusses the importance of organization and reorganization in the contemporary structure of the American federal government. First, it deals with the decision to change structural arrangements within the bureaucracy. Through a range of conceptual readings, it explores why reorganization and changing the structure of government continues to happen, allowing the reader to understand the multiple and often conflicting goals involved in changing organizational structure. It highlights two contrasting approaches to reorganization: a management approach and a policy approach.Secondly, it discusses the consequences of reorganization activity by focusing on the results of a number of federal government reorganizations. The examples include the U.S. Department of Homeland Security, the U.S. Department of Defense, the U.S. Department of Education, and proposals to establish a U.S. Department of Food Safety.This is an ideal text for courses in public management, public policy, and political science courses covering the Presidency and Congress.
