Organizing the Presidency. Stephen Hess

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СКАЧАТЬ that his organizational design would work as intended—efficiently, without friction, confidently. And this was his objective for his government and his country.

      Dwight Eisenhower chose a way of organizing the presidency that was very different from that of his predecessors. His structured staff system increased the size of the White House, yet the White House was to continue to grow even when it returned to more fluid designs. However, as a result of his having asked for and received substantially increased appropriations from Congress for staff purposes, a new floor was established.

      The emphasis on creating new staff mechanisms did not have an adverse effect on the efficiency of domestic operations but did become burdensome for conducting foreign relations. Eisenhower’s White House showed that a large staff need not be operational, at least if it is balanced with tenacious cabinet officials. Still, as future presidents would prove, the larger the staff, the greater the temptation to try to run the departments from the White House.

      The use of the cabinet for collective advice was particularly suited to Eisenhower’s preferences for receiving information and was relatively frictionless because of the homogeneity of the members. The rudimentary cabinet secretariat, however, was less successful in forcing the most important decisions through the system.

      The combination of an efficient and orderly White House staff and unusual reliance on the cabinet fit the president’s personal needs and limited objectives. The liabilities of the administration—the absence of a steady stream of creative proposals and the failure to recognize the boiling point of the civil rights issue and certain other domestic conditions—have been blamed on Eisenhower’s techniques of management. Could the same system that worked for an intrinsically conservative and nonactivist president be adapted to the needs of a liberal, activist one?

      The proposition was not tested by Kennedy and Johnson, who simply assumed that it could not. Nixon was an activist, but while he favored a highly structured White House staff, he quickly rejected a collegial use of the cabinet, and, lacking Eisenhower’s skill in the art of using staff, his methods turned out to be more a perversion than an extension of the Eisenhower system.

      In the wake of Eisenhower, conservative results and a structured staff system were often equated by social scientists who may have been personally uncomfortable with such systems and unfamiliar with how they operate. It is hardly surprising that they would propose methods of organization that seemed more congenial to them. Yet there is no evidence to prove that Eisenhower’s system was ineffective. Certainly, imaginative people prefer to work within systems of least constraint. It is unlikely, however, that a liberal president with liberal personnel would produce a conservative administration even if the presidency were organized along more structured lines.

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