38. His work of inspecting the purity of food is carried out under federal standards; but he is enforcing state laws when inspecting commodities that have not been in interstate commerce; and somewhat perversely, he also acts under state authority when inspecting milk coming into the country from producing areas across the state border.
39. Bus drivers, police officers, and teachers are all caught up in the intergovernmental maze.
40. It takes wise legislators at each level to comprehend how their legislation will fit in with that being developed at other levels--and officials working at each level may find it a major task to see that their work is compatible with that of people working on similar topics in other levels of government.
41. This traditional use of staff was followed by the staff principle (or staff concept), which created a specific unit in the larger organization whose primary responsibility was to think and plan, to ponder over innovations and plan for their implementation.
42. Individual officers and supervisors, competent enough under stable conditions, became less competent under revolutionary conditions.
43. The basic traditional problem with the traditional hierarchical organization was that it was dependent on the proper enculturation of individual supervisors at every level for its success.
44. Beginning with the Industrial Revolution (and Napoleonic era military organizations) the staff concept has made ever-increasing inroads into the public and private sector.
45. The concept was first formally instituted in the military, and it can be traced back to the ancient Greek armies of Alexander the Great.
46. It consisted of a small group of the most intellectually able officers, drawn from the main officer corps relatively early in their careers, who then spent their professional lives in
the central planning unit known as the general staff.
47. Taylor sought “to prove that the best management is a true science, resting upon clearly defined laws, rules, and principles, as a foundation.\
48. Many people unfamiliar with Jomini think that Clausewitz was the greatest nineteenth century theoretician of war.
49. Replacing traditional, rule-of-thumb methods of work accomplishment with systematic, more scientific methods of measuring and managing individual work elements.
50. Taylor’s comprehensive statement of scientific management principles was focused on what he called the “duties of management.”
51. What makes performance management different from mere management is this emphasis on systematic integration.
52. This reflects the de facto role of the budget in many organizations as the central focus of decision making concerning resource allocation for the coming year.
53. A management cycle not only forces decisions to be made with a calendar in mind, but it also serves as a conceptual diagram, which implies a logical interaction, sequencing, and above all, linking of related categories of management activity.
54. In the public sector, plans often begin out of a political necessity.
55. The citizens literally vote for the plans espoused by elected political executives in their campaign promises.
56. He was, and he did-but then his successor, Ronald Reagan, used an executive order to abolish zero-based budgeting for the federal government on his first day in office.
57. During his first year in office, crime-especially the murder rate-declined.
58. And opposition party President Bill Clinton was no less ambitious with his reinventing government plans to significantly reduce federal employment.
59. A recent focus of performance management at the federal level has been toward the area of human resources.
60. And people, despite the fact that they create or join organization with professed goals, all too often have goals of their own that do not coincide with the ostensible goals of the organization.