The Southern Governor- Challenge to the Strong Executive Theme
Bibliographic Data
| ID | 6359652 |
|---|---|
| Authors | Robert B Highsaw (corresponding author) |
| Year | 1959 |
| Volume | 19 |
| Issue | 1 |
| Pages | 7-7 |
| Publication date | 1959-01-01 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.2307/973853 |
| OpenAlex | W2321301087 |
| Language | EN |
| Citations received | 2 |
VER twenty years ago the President's O Committee on Administrative Management established the orthodoxy that a strong chief executive in government should head an integrated complex of agencies coordinated by such devices as sufficient staff aids and the executive budget.1 The reports of the two Hoover Commissions and twentysix Little Hoover Commissions in the states served to support that doctrine. A major goal of the strong-executive concept was the reduction of private-interest interference (such as patronage and favoritism in purchasing) in administrative action by legislators while preserving and strengthening their public-interest control of governmental policy as a group. Therefore, the strongexecutive doctrine postulated a chief executive easily held responsible for administrative acts. This argument undoubtedly applies in many, perhaps most, jurisdictions. However, like other organizational devices, the strongexecutive system must be related to the forces
Business · Economics · Executive summary · Governor · Management · Political science · Theme (computing · Aerospace Engineering · American Constitutional Law and Politics · Computer Science · Engineering · Finance · Legal and Constitutional Studies · Public Administration
| Citations per year | 0.04 |
|---|---|
| Citation span | 1979 - 1987 (9) |
| Highly cited | No |