Comparative public administration by J.A. Chandler

By J.A. Chandler

This available creation to the procedure of public administration uses a transparent, kingdom through nation research and comprises new public administration techniques. together with frequently overlooked components comparable to the ecu Union; Japan; Britain; France; Germany; The Republic of eire; Italy, Sweden and the us, this student-friendly quantity is a hugely worthwhile source for college students of Politics and management in any respect degrees.

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A major debate in the 1960s concerned a corporate management model in which a powerful chief executive would displace the traditional town clerk to give strong leadership at the centre. Councillors, faced with a palpable loss of power, proved resistant and traditional practices persisted, although often under the camou£age of some changed nomenclature. New impetus came with the Thatcher regime and was elaborated under John Major (Kingdom 1999). Looking as always to the private sector, much was made of the concept of the `enabling authority'; the emphasis was not on the direct provision services but on contracting them out to the private and voluntary sectors.

Of employees Social Security Others Inland Revenue Home O¤ce Employment Group Defence Customs and Excise 91,520 122,990 56,470 49,950 40,330 109,860 23,190 Source: HMSO, Civil Service Statistics, 1996: 5 The ancestral roots of the service lie in the courts of the Anglo-Saxon kings when the royal household evolved into departments some of which, such as HM Treasury, survive today. By the early nineteenth century there was no single service, merely a hotchpotch of o¤ces. Members were often the sons of the aristocracy too dull for success in the church or the army, their roles scarcely distinguishable from those of the politicians who appointed them.

Britain 39 Co-ordinating the system Co-ordination of the public agencies and institutions in Britain comes from what may be broadly termed the core executive ^ a network of committees, informal gatherings and relationships within the Westminster^Whitehall complex, bound together in a matrix of power and dependency (Dunleavy and Rhodes 1990). However, as a co-ordinator the Cabinet itself is a deeply £awed instrument. Because most members head departments, they are inclined towards tunnel vision, their relationships being competitive rather than co-operative.

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