Andrew Jacksons Presidency Inefficient or Efficient

The President of the United States is one of the most powerful officials. The seventh president of the United States, Andrew Jackson, made the presidency more powerful because he represented the â€Å"common man.† Jackson grew up in the rural parts of South Carolina and when he was thirteen years old, he joined the army at during the American Revolution War. Jackson was involved in many wars and became a war hero. He fought in the American Revolution and the War of 1812. After serving at war, he would serve two terms as president from 1829-1837. Jackson is the father of the Democratic Party. Later on, people would realize that Jackson was a very controversial president. Jackson would be an inefficient and efficient president during his time in office. Andrew Jackson ran for president during the 1824 election. Due to the Corrupt Bargain, Jackson lost to Quincy Adams. However, the next election, Jackson won. When he took office, the Spoils System would take place. Government officials when George Washington was president had been fired because they did not have the same views as Andrew Jackson. In addition, he set up a Kitchen Cabinet of informal advisors to assist him. In 1833, Jackson vetoed the Bank Bill because he felt like the bank only benefitted the wealthy residents. This veto and all of his other vetoes, he would veto more bills than all the presidents before him would. During his presidency, he would use a lot of power while changing the view of a president. AlthoughShow MoreRelatedOrganisational Theory230255 Words   |  922 Pagesin The Times 12th January 2005; The Washington Post Writers Group for an extract from ‘McDonald’s Goes for Gold With Olympic Sponsorships’ published in The Washington Post 14th August 2004  © 2004, The Washington Post. Reprinted with Permission; Mr. Andrew Bibby for an extract from his article ‘Home Start’ published in People Management 10th January 2002; SAGE Publications Inc. for an extract from The Post Bureaucratic Organisation: New Perspectives on Organisational Change by C. Hecksher and A. Donnellon