Origins of the epithet ‘government by public relations’: Revisiting Bruce Catton's War Lords of Washington, 1948

While it might make public relations professionals and faculty cringe, the term ‘government by public relations’ is a negative one, implying that governmental decision-making is guided by appearances rather than on the merits. This tag line is a relatively common American put-down of politicians and senior civil servants. This article examines the origins of the term, locating its usage in the WWII memoirs of Bruce Catton, then a government public information officer and later a renowned popular historian of the American Civil War. Catton's use of the term, his 1948 book War Lords of Washington, and his philosophy of government public information are examined in more detail to give context to the phrase ‘government by public relations.’     

President Nixon sees a ‘cover up’: Public relations in federal agencies

Early in his first term. President Nixon initiated an effort to make major cuts in the number of personnel of federal agencies engaged in public relations as well as in the agencies' public relations budgets. He described those public relations employees as “covered up pretty properly.” His goal was to “get the public relations complement in each Department reduced by 50 per cent regardless of what they are officially called.” This article reports on the origin, implementation and denouement of President Nixon's war on public relations in public administration at the federal level of government.     

The role of the YMCA in the origins of U.S. nonprofit management education

The given narrative of the origins of nonprofit management education tends to begin in the 1970s or 1980s, recognizing earlier efforts that were limited to individual professional disciplines, such as social work administration. This historical inquiry examines whether the origins of generic nonprofit management education can be traced further back. It identifies the 1911 bachelor of association science degree from the Chicago YMCA College as at least a proto‐nonprofit management degree and a 1935 text by Ordway Tead, issued by the YMCA's publishing house, as a contender for the first text in generic nonprofit management.     

What Does Hollywood Think Nonprofit CEOs Do All Day? Screen Depictions of NGO Management

This article explores the cinematic image of chief executive officers (CEOs) of nonprofit organizations in the U.S. Movie CEOs head a broad range of the nongovernmental organizations, including hospitals, colleges, social service agencies, prep schools, labor unions, legal aid, faith-based and youth-serving. They are predominantly white males. Their professional backgrounds include medicine, teaching, union organizing, social activism, clergy, law and environmental activism. Movie audiences see nonprofit CEOs involved in the mundane and inspirational elements of day-to-day management. One of their primary responsibilities consists of overseeing line functions, including fund raising, media relations, managing volunteers and board relations. But, nonprofit managers are also responsible for broader concerns, such as protecting the organization's values and equilibrium. Some movie nonprofit CEOs are shown multitasking and trying to balance competing demands from multiple stakeholders.     

Government public relations during Herbert Hoover's presidency

While historians generally credit President Franklin Roosevelt with the establishment of robust public information activities in the federal government, this case study reviews those activities during the administration of Roosevelt's predecessor, Herbert Hoover. During Hoover's term, agency PR was conducted extensively and openly enough to trigger media and partisan attacks. This suggests that public relations emerged gradually in federal departments and agencies during the 20th century, well before FDR's inauguration in 1933, and was already a natural element of the emerging profession of public administration.     

Revisiting the Dartmouth Court Decision: Why the US has Private Nonprofit Agencies Instead of Public Non-Governmental Organizations (NGOs)

In 1819, the US Supreme Court ruled in Dartmouth v. Woodward that Dartmouth College, even though originally chartered by government, was legally akin to a private corporation. This landmark decision was the founding legal document of what has become the American private nonprofit sector. While the decision has attained hagiographic status, this paper explores what the US nonprofit sector would look like if the Supreme Court had ruled the other way. Using alternate history and scenario writing as research methodologies, it highlights the invisible losses due to the decision and depicts what a public nonprofit sector would have looked like.

Public reporting: A neglected aspect of nonprofit accountability

Nonprofit organizations have a compulsory external accountability (largely involving financial reporting) to government agencies such as the Internal Revenue Service and state regulators. They also have a pragmatic “must‐do” accountability to their funders, clients, and other obvious stakeholders. But are nonprofits also accountable to the public at large? If so, how can such accountability be implemented, given the diffuseness and breadth of the public as an audience? This article suggests that nonprofits should consider the citizenry as a stakeholder, if only due to the substantial taxpayer subsidy of the sector. The theory of public reporting that emerged in public administration literature beginning in the 1920s and 1930s can be helpful. Using principles, templates, and examples from public administration, nonprofit organizations can pursue more vigorous public reporting as one method to increase citizen confidence in their activities and in the sector as a whole.     

Data bases for large energy-economic models

The collection, collation and transformation of data into the form required by a large energy-economic model constitutes a significant part of the overall modelling activity. The correct basis for setting up a model data base rests on the separation of the model specification into the four areas of external data transformation, internal data representation, internal data transformation and the mathematical relationships. From this specification, the model may be generated. The internal data base is comprised of a series of tables, covering intersectoral transactions, capital stock transactions, energy sector operating characteristics, consumption patterns and other data. These tables may be compiled direct from source material, or via some research requiring prior data processing. In both cases the process should be fully documented, so that data accuracy is ensured and the data may be updated reliably when new material becomes available. It is recommended that a data coordinating function be established within the modelling group, in order to plan and control data-related activities.     

Development of the Distinction Among the "Desirable", Morality, and Personal Preference

Israeli children of grades 1, 4, and 7 were asked, with respect to nine types of behavior, whether such behavior is bad, whether a child should be brought up to behave otherwise (and why), whether a child should be required to behave otherwise, and whether such behavior should be punished. Analysis of their responses and the reasons they provided supports the hypothesized distinction between three categories of behaviors or reasons for action—morality, “the desirable” and personal preferences—in terms of two dimensions: desirability and obligatoriness. Specifically, moral norms were perceived as both desirable and strictly obligatory, and were justified in terms of inherent goodness/badness and the welfare of others. Behaviors in the category of “the desirable” were perceived as desirable but not obligatory, and were justified in terms of self-development and long-term utility. Behaviors in the category of personal preferences were perceived as non-obligatory and neither desirable nor undesirable, and were justified in terms of personal choice. This distinction was less sharp among first graders, who exhibited some tendency to view desirables and preferences, as well as moral behavior, as obligatory. In light of these findings, it is suggested that the young child's “intuitive morality” relates only to the dimension of desirability and not to that of obligatoriness, which seems to develop somewhat later.