Claude A Swanson Of Virginia

Spanning most of the years of the one-party South, the public career of Virginian Claude A. Swanson, congressman, governor, senator, and secretary of the navy, extended from the second administration of Grover Cleveland into that of Franklin Roosevelt. His record, writes Henry C. Ferrell, Jr., in this definitive biography, is that of "a skillful legislative diplomat and an exceedingly wise executive encompassed in the personality of a professional politician." As a congressman, Swanson abandoned Cleveland's laissez faire doctrines to become the leading Virginia spokesman for William Jennings Bryan and the Democratic platform of 1896. His achievements as a reform governor are equaled by few Virginia chief executives. In the Senate, Swanson worked to advance the programs of Woodrow Wilson. In the 1920s, he contributed to formulation of Democratic alternatives to Republican policies. In Roosevelt's New Deal cabinet, he helped the Navy obtain favorable treatment during a decade of isolation. The warp and woof of local politics are well explicated by Ferrell to furnish insight into personalities and events that first produced, then sustained, Swan-son's electoral success. He examines Virginia educational, moral, and social reforms; disfranchisement movements; racial and class politics; and the impact of the woman's vote. And he records the growth of the Hampton Roads military-industrial complex, which Swanson brought about. In Virginia, Swanson became a dominant political figure, and Ferrell's study challenges previous interpretations of Virginia politics between 1892 and 1932 that pictured a powerful, reactionary Democratic "Organization," directed by Thomas Staples Martin and his successor Harry Flood Byrd, Sr., defeating would-be progressive reformers. A forgotten Virginia emerges here, one that reveals the pervasive role of agrarians in shaping the Old Dominion's politics and priorities.

The book rings with the names of early inhabitants and prominent citizens. For the genealogist there is the important and wholly fortuitous list of tithables of Pittsylvania County for the year 1767, which enumerates the names of nearly 1,000 landowners and property holders, amounting in sum to a rough census of the county in its infancy. Additional lists include the names, some with inclusive dates of service, of sheriffs, justices of the peace, members of the House of Delegates, 1776-1928, members of the Senate of Virginia, 1776-1928, clerks of the court, and judges.

The Congressional Record is the official record of the proceedings and debates of the United States Congress. It is published daily when Congress is in session. The Congressional Record began publication in 1873. Debates for sessions prior to 1873 are recorded in The Debates and Proceedings in the Congress of the United States (1789-1824), the Register of Debates in Congress (1824-1837), and the Congressional Globe (1833-1873)

This monumental study provides an innovative and powerful means for understanding institutions by applying problem solving theory to the creation and elaboration of formal organizational rules and procedures. Based on a meticulously researched historical analysis of the U.S. Navy’s officer personnel system from its beginnings to 1941, the book is informed by developments in cognitive psychology, cognitive science, operations research, and management science. It also offers important insights into the development of the American administrative state, highlighting broader societal conflicts over equity, efficiency, and economy. Considering the Navy’s personnel system as an institution, the book shows that changes in that system resulted from a long-term process of institutional design, in which formal rules and procedures are established and elaborated. Institutional design is here understood as a problem-solving process comprising day-to-day efforts of many decision makers to resolve the difficulties that block completion of their tasks. The officer personnel system is treated as a problem of organized complexity, with many components interacting in systematic, intricate ways, its structure usually imperfectly understood by the participants. Consequently, much problem solving entails decomposing the larger problem into smaller, more manageable components, closing open constraints, and balancing competing value premises. The author finds that decision makers are unlikely to generate many alternatives, since searching for existing solutions elsewhere or inventing new ones is an expensive, difficult enterprise. Choice is usually a matter of accepting, rejecting, or modifying a single solution. Because time constraints force decisions before problems are well structured, errors are frequently made, problem components are at best only partially addressed, and the chosen solution may not solve the problem at all and even if it does is likely to generate unanticipated side-effects that worsen other problem components. In its definitive treatment of a critical but hitherto entirely unresearched dimension of the administration of the U.S. Navy, the book provides full details over time concerning the elaboration of officer grades and titles, creation of promotion by selection, sea duty requirements, graded retirement, staff-line conflicts, the establishment of the Reserve, and such unusual subjects as “tombstone promotions.” In the process, it transcends the specifics of the personnel system to give a broad picture of the Navy’s history over the first century and a half of its development.