The preservation of the principle of the full accountability of the Executive to the Congress is an essential part of our republican system. In actua… - Louis Brownlow

Administrative efficiency is not merely a matter of paper clips, time clocks, and standardized economies of motion. These are but minor gadgets. Real efficiency goes much deeper down. It must be built into the structure of a government just as it is built into a piece of machinery. Fortunately the foundations of effective management in public affairs, no less than in private, are well known. They have emerged universally wherever men have worked together for some common purpose, whether through the state, the church, the private association, or the commercial enterprise. They have been written into constitutions, charters, and articles of incorporation, and exist as habits of work in the daily life of all organized peoples. Stated in simple terms these canons of efficiency require the establishment of a responsible and effective chief executive as the center of energy, direction, and administrative management.

I am going to give you for what it may be worth what I think are some of the qualifications a public administrator should have. I have tried to think of it in terms of personality, of training, of experience, and in none of those terms have I been able to discover what to me is a satisfactory answer. And no doubt the one thing that does satisfy my searching is susceptible of being termed as an oversimplification, but as I have looked about for administrators over a quarter of a century, I think I have discovered one thing that characterizes those that have been successful in many administrative positions of different types. It characterizes those that have been successful so far as their administrative work is concerned in the position of Presidents of the United States and Governors of states and Mayors of cities. It characterizes equally those that have been successful as the head of a finance department, the head of a unit of the health department, the head of a minor division in the police department, and the foreman of a garbage collecting gang. That is, to be a successful administrator one must have a catholic curiosity.

They [the association directors] worked together in such bodies as the Board of Directors of the Public Administration Service. They worked together well in smaller groups when matters came up of common interest. But I was always careful, extremely careful, not to attempt to bind them together in any way as a corporate body, and I was meticulous in observing their utter independence.