Bureaucracy

 Most of it is not in Washington:

But there is a catch  (Schuck, 324-325):

Duplication and Overlap:  The Case of Disability Employment:

Political appointees v. Careerists

Iron Triangles, Issue Networks ... and "The Deep State"

Layering (Schuck, 317).  Why? Control  -- the case of MMWR

James Q. Wilson, Bureaucracy (New York: Basic Books, 1989), ch. 9, cited in Schuck, 323-324

Outputs: what employees do on a day-to-day basis.

Outcomes: how the world changes because of the outputs

	Outputs are visible to managers	are hard for managers to see
Outcomes are easy to measure	production organization (tax system) simple repetitive stable tasks; specialized skills.  Easy to stress measurable outputs & outcomes over hard-to-measure (satisfaction)	craft organization (Forest Service, wartime military) application of general sets of skills to unique tasks, but with stable, similar outcomes. Relies heavily on ethos and sense of duty of workers.
are hard to measure	procedural organizations (OSHA, peacetime military) specialized skills; stable tasks, but unique outcomes. SOPs are especially important	coping organization (colleges, police departments) application of generic skills to unique tasks, but outcomes cannot be evaluated in absence of alternatives.  "

Kludges

For ordinary citizens, bureaucracy is a wilderness of acronyms

Another flowchart