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Essay / Research Paper Abstract
This is a 5 page paper discussing the role of the executive within governmental agencies according to Seidman. In Harold Seidman’s text “Politics, Position and Power: the Dynamics of Federal Organization” (1997) he discusses “The Executive Establishment: Culture and Personality” (Chapter 8). While there is an executive hierarchy within the government agencies, influence and position are often dependent on the specific agency and the relationships with those superior. Despite the professional expertise of some secretaries, their appointments are largely related to where in the country they are from, their lifestyle, what their professional and personal background is and how conformist they are to the established values and ideology of a particular agency and in fact are only as free to act “as big as the president, the bureaucracy, the Congress, and their constituencies allow them to be”. While higher executives within agencies fall within the expected traditional roles, undersecretaries and others within the agencies may more so represent the diverse groups within the portfolio. Despite the increase in external “hybrid” agencies, traditional social and cultural expectations remain of executives within the political structure who must conform to rather than try to reform the institutions they administer.
Bibliography lists 6 sources.
Page Count:
5 pages (~225 words per page)
File: D0_TJSeidm1.rtf
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Unformatted sample text from the term paper:
within the government agencies, influence and position are often dependent on the specific agency and the relationships with those superior. Despite the professional expertise of some secretaries, their appointments are
largely related to where in the country they are from, their lifestyle, what their professional and personal background is and how conformist they are to the established values and ideology
of a particular agency and in fact are only as free to act "as big as the president, the bureaucracy, the Congress, and their constituencies allow them to be". While
higher executives within agencies fall within the expected traditional roles, undersecretaries and others within the agencies may more so represent the diverse groups within the portfolio. Despite the increase in
external "hybrid" agencies, traditional social and cultural expectations remain of executives within the political structure who must conform to rather than try to reform the institutions they administer.
Seidman (1997) presents an outline of the executive establishment. Unlike the presidency of the country in which the president is able to set up his
own organization and staff as he or she sees fit, executives in institutions, agencies and department "must adapt to the institution rather than the institution to them" and indeed to
the established culture, ideology and values of that institution as well (p. 117). In fact, department heads in the executive agencies are "free only to be as big as the
president, the bureaucracy, the Congress, and their constituencies allow them to be (p. 118). The department heads must adapt to their institution despite the fact they have been appointed by
the President and confirmed by the Senate. Depending on the organization as well, leads to a differentiation of role. Seidman (1997) states that some organizations are quite "capable of
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