By Larry D. Terry
The revolution in public administration has led many reformers to name for public managers to reinvent themselves as public marketers. Larry D. Terry opposes this view, and offers a normative thought of administrative management that integrates felony, sociological, and constitutional thought.
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Additional resources for Leadership of Public Bureaucracies: The Administrator as Conservator
According to Meier, the bureaucracy has been transformed into a political institution. This transformation is the result of several factors, including the nature of American politics, which forced the legislative branch to share its policy-making powers with career public servants; the fragmentation of political power among governmental institutions; the task demands and organizational requirements of modem public policy; and the nature of the bureaucratic function that gives administrative officials considerable discretion in implementing public policy (see Meier, chap.
If this is indeed the case, then leadership in administration of public bureaucracies is similar to what Carl J. Friedrich (1961) describes as “maintaining leadership,” a type of political leadership concerned with stability of the regime and based on authority— authority defined as the “capacity for reasoned elaboration based upon the recognized beliefs, values, and interest of the community” (21). According to Friedrich, the maintaining leader is a conservator because his or her primary function is to protect and preserve the existing government and its traditions.
If C ongress, the president, and the judiciary can be said to be constitutive o f the American regime, then that must also be said o f the bureaucracy. (420-421) Cook then proceeds to illustrate the constitutive qualities of public bureaucracies by linking administration to the separation-of-powers doctrine as interpreted by Jeffrey K. Tulis (1987) in his work The Rhetorical Presidency. Guided by Tulis’s arguments that the founders divided powers among the three branches of government to equip them to perform different functions and to make effective governance more likely, Cook concludes that public bureaucracies are best suited to fulfill the function of ensuring “ steady administration of law” (422).