Decentralization of Authority in a Bureaucracy.

The purpose of this paper is not to discuss the specific details of decentralization of authority in the Federal Civil Service, but rather some of the more general problems of decentralization of authority in bureaucracy which my research highlights.[1] Students of management have become increasingly interested in the behavioral science approach to organization and administration. This interest is reflected in the papers presented at last year's meeting--particularly those of Professors Rubenstein and Moore, and Dean Schlender.[2] From my perspective as a sociologist this is as it should be. Let me note briefly the basis and limits of my observations. This case study involved the U.S. Civil Service Commission's[3] program of decentralization of authority for personnel management to the independent operating Federal agencies. To the extent then, that it is based on: 1. Governmental activity--decentralization of authority was legislated on a