UNIVERSITY AUTHORITIES interested in public service training obviously need to be alert to the trends in government, administration, and public employment, not only because some regard must be had for present problems and future needs in educating students but also because the universities can influence and to some extent control public policy in the field of administration.1 The word "trends," however, is probably a misnomer for the changing policies and practices that affect and are affected by the universities. In public administration during the past decade there have been action, experiment, and new departures on an enlarged scale. There has been an air of optimism in public management reminiscent of the popular discovery of the possibilities of "system" and "scientific management" a generation earlier. Hence, the university observer's job seems to be the difficult one of predicting the effect of merging forces of undetermined strength and unproved vitality. It is not simply a matter of plotting or projecting an established curve. After a century of absorption with legislative and judicial bodies we are in the process of creating executive and administrative institutions that in scope of purpose and scale of activity are new.
Some trends of long standing seem apt to continue.2 The merit system is probably here to stay as long as, and as an essential part of, representative government. The concept of a career service is newer to the public but promises to be a fruitful development from the older concept. It is likely that the rate of progress in giving institutional effect to these ideals will vary, with the larger and more active governments taking the lead. In many local and some state governments the career idea will probably lag behind even the merit ideal, unless economic____________________