Background
Hult, Karen Marie was born on April 26, 1956 in Gary, Indiana, United States. Daughter of Robert Julius and Rita Ann (Mayer) Hult.
(This text presents a theoretical approach to the analysis...)
This text presents a theoretical approach to the analysis of politics and decision making in public organizations. Using a "governance perspective" that focuses on the formal and informal structures of organizations, it presents ways of thinking about how organizations cope with uncertainty and controversy, provides illustrations from contemporary public administration and policy implementation, and suggests appropriate organizational responses to the types of problems public organizations often face. This book should be of interest to HND and degree courses in public administration.
http://www.amazon.com/gp/product/0534115926/?tag=2022091-20
( Since the expansion of public programs in the 1960s, ch...)
Since the expansion of public programs in the 1960s, charges of bureaucratic inefficiency, unresponsiveness, and “red tape” have been rampant. The response has often been extensive reorganization in an effort to change the source of control, carry out specific missions, and to achieve greater inter-agency cooperation. Karen M. Hult examines why these restructurings often fail, through three case studies: the U.S. Department of Housing and Urban Design (HUD); the Minnesota Department of Energy, Planning, and Development; and the Minneapolis Community Development Agency. Hult's study assesses the usefulness of mergers and reorganizations as a policy tool, and offers a valuable contribution to the study of public management and organization design.
http://www.amazon.com/gp/product/0822985020/?tag=2022091-20
(On the surface the new president seems to inherit an empt...)
On the surface the new president seems to inherit an empty house," Hugh Heclo, a recognized expert on American democratic institutions, has noted. "In fact, he enters an office already shaped and crowded by other people's desires." Empowering the White House examines how Richard Nixon entered that crowded Oval Office in 1969 yet managed to change it in a way that augmented the power of the presidency and continues to influence into the twenty-first century how his successors have governed. Nixon's White House is perhaps best remembered for the growth in the size of the staff, which operated under the supposed iron fist of H. R. Haldeman. But more important than size and management style to the character of the Nixon White House were the assigned tasks, complexity, and dynamics of the burgeoning staff. Faced with hostile majorities in Congress and executive branch careerists assumed to be committed to a Democratic agenda, Nixon sought to control his political fate by engaging more actively than earlier presidents in public relations and the mobilization of support. At the command and under the control of the Oval Office, the staff carried out assignments designed to fulfill Nixon's aims. This theoretically informed and well-researched study explains how Nixon changed and expanded the institutionalized presidency and how that affected the Ford and Carter administrations. Nixon ushered in a new stage in the modern presidency by organizing and using his increasingly complex staff in new ways that have persisted beyond the 1970s to this day. To a greater degree than any predecessor, Nixon systematized outreach, legal advice, and policy formulation. His White House staffing, then, has come to be regarded as a "standard model" that influences incoming presidents regardless of party affiliation. Leavening this organizational study are revealing accounts of how the Nixon, Ford, and Carter staffs operated behind the scenes in the West Wing. Anyone needing to know how the White House worked during those presidencies or how it has worked since will find this book invaluable.
http://www.amazon.com/gp/product/0700612998/?tag=2022091-20
(Charles Walcott and Karen Hult maintain that the organiza...)
Charles Walcott and Karen Hult maintain that the organization of the White House influences presidential performance much more than commonly thought and that organization theory is an essential tool for understanding that influence. Their book offers the first systematic application of organizational governance theory to the structures and operations of the White House Office. Using organizational theory to analyze what at times has been a rather ad hoc and disorganized office might seem quixotic. After all, the White House Office exists within a turbulent political environment that encourages expedient decision-making. And every four to eight years it must be "reinvented" by presidents who have their own theories and preferences about how to organize a staff to serve their policy needs. But Walcott and Hult argue that White House staffs are not simply puppets of presidential preference and style. Yes, staff structures evolve primarily from presidents' strategic responses to external demands. But those structures in turn significantly influence how the executive branch perceives and responds to further demands. The first part of their book lays out the theoretical argument. The second examines White House "outreach": congressional liaison, press relations, personnel selection, executive branch oversight, and interest group and intergovernmental liaison. The third focuses on White House handling of policy development and implementation. The fourth analyzes staff structures that facilitate the operation of the presidency itself: presidential writing and scheduling, staff management, and cabinet coordination. The book concludes by identifying general patterns in the emergency, nature, and stability of governance structures in the White House. Original and instructive, Governing the White House provides a much-needed primer on the inner workings of the White House staff and will be an essential volume for anyone studying the presidency.
http://www.amazon.com/gp/product/0700606890/?tag=2022091-20
Hult, Karen Marie was born on April 26, 1956 in Gary, Indiana, United States. Daughter of Robert Julius and Rita Ann (Mayer) Hult.
Bachelor, Creighton University, 1978. Postgraduate, Harvard University, 1979. Doctor of Philosophy, University Minnesota, 1984.
Assistant professor government, Pomona College, Claremont, California, 1984-1989; associate professor, Pomona College, Claremont, California, 1990; director program in public policy analysis, Pomona College, Claremont, California, 1988-1990; associate professor political science, Virginia Polytechnic Institute and State University, Blacksburg, 1990-1998; professor, Virginia Polytechnic Institute and State University, Blacksburg, since 1998. Analyst Department of Health and Human Services, Washington, 1982. Consultant Orange County Grand Jury.
(Charles Walcott and Karen Hult maintain that the organiza...)
(On the surface the new president seems to inherit an empt...)
( Since the expansion of public programs in the 1960s, ch...)
(This text presents a theoretical approach to the analysis...)
(Will be shipped from US. Used books may not include compa...)
Member American Political Science Association, Midwest Political Science Association, Southern Political Science Association, American Society for Public Administration, Policy Studies Organization (Lowi award 1990), League of Women Voters, American Association of University Women (Palmer fellow 1987-1988), National Organization of Women, National Abortion and Reproductive Rights Action League, Presidency Research Group (president 1999-2001, Neustadt award 1996).
Married Charles E. Walcott.