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ARCHIVES 'NATIONAN RECORDS AND CONT
- 2 -
:
SERVICE*
the number to not more than 20. However, in placing
the regulatory bodies in departments, care should be
taken to preserve their independence of judgment on
matters requiring independence.
b. Grouping of related functions within departments so
that each department has as nearly as possibl e the com-
plete range of functions necessary to accomplish its
central purpose. In general, except for the possible
creation of one or two new departments, no great number
of interdepartmental transfers of functions is needed.
Many such transfers were made under the Reorganization
Act of 1939 and the Departments are now fairly homoge-
neous.
2. Based upon the nature of the departmental structures, machinery
should be provided at the top of the Executive branch for aiding the
President in leadership and coordination of departmental policies and
programs.
3. The reorganization plans should be used for strengthening in-
ternal organization of departments and establishments. Among the ways
to do this are:
a. Regroup functions within departments or agencies.
b.
Substitute single administrators for boards where func-
tions are predominantly executive. Although boards
sometime work well when they are strongly led by an ex-
ceptional chairman or member, in the long run the single-
headed structure gives more assurance of competent
administration.
C. Establish flexibility by giving the department or agency
head the authority to make future adjustments.
d. Transfer powers from subordinate officers to department
or agency heads where necessary to provide effective
administrative control.
..
Establish adequate staff facilities to aid the depart-
ment or agency head in planning and control of policy
and program.
f. Abolish obsolete or unnecessary functions.
Where possible and desirable, a proposal for transfer should be
used as the basis for strengthening internal organization.
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Document data
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Context sent to Scholar
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"ocrText": "ARCHIVES 'NATIONAN RECORDS AND CONT\n- 2 -\n:\nSERVICE*\nthe number to not more than 20. However, in placing\nthe regulatory bodies in departments, care should be\ntaken to preserve their independence of judgment on\nmatters requiring independence.\nb. Grouping of related functions within departments so\nthat each department has as nearly as possibl e the com-\nplete range of functions necessary to accomplish its\ncentral purpose. In general, except for the possible\ncreation of one or two new departments, no great number\nof interdepartmental transfers of functions is needed.\nMany such transfers were made under the Reorganization\nAct of 1939 and the Departments are now fairly homoge-\nneous.\n2. Based upon the nature of the departmental structures, machinery\nshould be provided at the top of the Executive branch for aiding the\nPresident in leadership and coordination of departmental policies and\nprograms.\n3. The reorganization plans should be used for strengthening in-\nternal organization of departments and establishments. Among the ways\nto do this are:\na. Regroup functions within departments or agencies.\nb.\nSubstitute single administrators for boards where func-\ntions are predominantly executive. Although boards\nsometime work well when they are strongly led by an ex-\nceptional chairman or member, in the long run the single-\nheaded structure gives more assurance of competent\nadministration.\nC. Establish flexibility by giving the department or agency\nhead the authority to make future adjustments.\nd. Transfer powers from subordinate officers to department\nor agency heads where necessary to provide effective\nadministrative control.\n..\nEstablish adequate staff facilities to aid the depart-\nment or agency head in planning and control of policy\nand program.\nf. Abolish obsolete or unnecessary functions.\nWhere possible and desirable, a proposal for transfer should be\nused as the basis for strengthening internal organization."
}