Showing papers in "Public Administration in 1997"
TL;DR: In this article, a theoretical and empirical analysis of the one-sidedness of managerialism in the public sector can be found, and the adequacy of a business-like concept of management can seriously be criticised.
Abstract: In many Western public administrations, particularly the American and Anglo-Saxon ones, a remarkable trend is taking place - the ‘new public management’ (Hood 1991). Many Western governments and public services are adopting a more ‘managerial’ approach to administration. Under conditions of heavy public demands but a severely constrained public budget, the only feasible alternative to cutting public services or raising taxes, seems to be to reduce costs, increase effectiveness and efficiency, and deliver ‘more value for the money’. This budgetary consolidation forces the public sector to become more businesslike, ‘work better and cost less’, and become more client-oriented.
In this article, this trend of ‘public managerialism’ will be critically examined. From a theoretical viewpoint the adequacy for the public sector of a businesslike concept of ‘management’ can seriously be criticized. From an empirical viewpoint it is also inadequate as a description of administrative practice. Without denying the budgetary circumstances and the need for ‘effectiveness and efficiency’, the one-sidedness of ‘managerialism’ is ill-suited to the public sector. Other politico-administrative responses to these circumstances may be possible and more appropriate. In this article one such possible alternative is theoretically examined and practically illustrated. Although not as elaborate and well developed as the multitude of available ‘managerial’ models, methods and techniques, the alternative ‘public governance’ not only possesses theoretical and analytical cogency but also reflects the practice of administrative developments. The idea and practical impacts are illustrated in case studies of administrative reforms in the Netherlands.
306 citations
TL;DR: In this paper, the diversity of public organizations focusing on variations in their degree of publicness is analyzed and the authors define publicness as organizational attachment to public sector values: for example, due process, accountability, and welfare provision.
Abstract: This article analyses the diversity of public organizations focusing on variations in their degree of publicness. We define ‘publicness’ as organizational attachment to public sector values: for example, due process, accountability, and welfare provision. Based on a survey of Danish public organizations, we show that organizations with a high degree of publicness differ from organizations with a low degree of publicness. The former are characterized by complex tasks, professional orientation, many external stakeholders, conflicting environmental demands, and low managerial autonomy. The latter are the opposite. We explore in detail both the relationship between the organizations and their parent ministries and their responses to organizational change. Organizations with a high degree of publicness are subject to a tight ministerial control and have formal and distant relations with the ministry. They also have strong vertical links, externally and internally. High internal control is the joint product of ministerial control and the stress on the public sector value of rule compliance. All organizations ranked high on publicness are reluctant to adopt organizational changes stemming from the ‘New Public Management’. Again, organizations with a low degree of publicness are the opposite, keen to adopt new ideas. We show that degree of publicness matters, across both functional types of organizations and policy sectors. Finally, we discuss alternative theoretical explanations of publicness drawn from contingency theory and the new institutionalism.
196 citations
TL;DR: In this paper, the authors argue that policy networks may be understood as institutions, i.e. as rules constraining the actions of the participating actors, and the contribution of institutional theory may make to policy analysis.
Abstract: Policy networks is a powerful analytical concept. However, it must be combined with a model of the actor if the analyst is to move beyond description and into the more interesting field of policy explanation. This article argues that this may be done by the use of ‘new institutionalism’. It first demonstrates that policy networks may be understood as institutions, i.e. as rules constraining the actions of the participating actors. It then outlines the contribution which institutional theory may make to policy analysis. This is done by giving an institutional answer to three questions which the policy network literature has not successfully addressed. Why do networks come into existence? Why do networks change? Why are networks so persistent? The institutional logic is illustrated in a case study of a Danish intergovernmental policy network: the annual budget negotiations between the state and local authorities. The main lesson to draw from this exercise is that when the insights from policy network analysis are combined with the theoretical insights from ‘new institutionalism’, it is indeed possible to start providing explanations of policy networks and their impact on policy outcomes.
156 citations
TL;DR: In this paper, the authors investigate the extent to which SAIs' self-reporting appears to have been influenced by the precepts of the New Public Management (NPM) and identify different concerns which are associated with either a fervent embracing of NPM criteria by SAIs or with an apparent rejection of those approaches.
Abstract: Supreme Audit Institutions (SAIs) such as the UK National Audit Office and the French Cour des Comptes play important roles within the institutional mechanisms of the democratic state. They are given high independence in order to secure public accountability for, first, the probity and legality of public spending and, second, economy, efficiency and effectiveness. During the last twenty years several SAIs’ mandates have been adjusted to reflect the latter, more managerialist, concerns.
This article asks two questions: first, what evidence do these SAIs offer as to the quality and effectiveness of their activities in carrying out their mandates and, second, to what extent does their self–reporting appear to have been influenced by the precepts of the ‘New Public Management’ (NPM)? To address these questions an analysis is carried out of the annual reports and other relevant documents of the Finnish, Swedish, French and UK SAIs, and of the European Court of Auditors. The analysis shows considerable differences of approach. These may well be related to the differing constitutional positions and administrative cultures of the SAIs concerned. In conclusion we identify different concerns which are associated with either a fervent embracing of NPM criteria by SAIs or, alternatively, with an apparent rejection of those approaches.
123 citations
TL;DR: In this paper, an introduction to Niklas Luhmann's theory of social systems as it pertains to public administration and policy is presented, as a first step towards both a critique and its empirical application to empirical reality.
Abstract: This article offers an introduction to Niklas Luhmann’s theory of social systems as it pertains to public administration and policy, as a first step towards both a critique and its empirical application to empirical reality. It reconstructs Luhmann’s early writings on bureaucracy and policy-making and shows how this early, more empirical work grounded his abstract theory of social systems in general and the political system in particular. The article also introduces some central concepts of Luhmann’s more recent work on the autopoietic nature of social systems and considers the latter’s consequences for bureaucratic adaptiveness and governmental steering in the welfare state. One of the main benefits of applying Luhmann’s theory to public administration, the article concludes, is that it conceptualizes the central concerns of public administration within a complex picture of society as a whole, in which both the agency that issues decisions and the realm affected by these decisions are included.
114 citations
TL;DR: In this article, the authors argue that the government should be accountable for these changes but not in a way which simply justifies its actions to the body politic but rather by going beyond this to a complete critical evaluation to assess their merit and worth.
Abstract: Far-reaching managerial changes to the public sector in the UK have been occurring in the last few years. Broadly described as the ‘new public management’ (Hood 1991, 1995) these changes have reached new levels of intensity ever since the Conservative Government came to power in 1979. The article argues that the government should be accountable for these changes but not in a way which simply justifies its actions to the body politic but rather by going beyond this to a complete critical evaluation to assess their merit and worth. It is this exposure which will provide its real accountability. This article addresses the contextual factors surrounding the possibility of conducting such a wide-ranging evaluation. It traces a range of different examples which highlight the resistance of the previous government to an open-ended evaluation tracing the sizeable investment in implementation rather than careful policy experimentation and evaluation that has occurred. Finally, and most importantly the article explores the constitutional position of the Comptroller and Auditor General (C&AG) and the National Audit Office (NAO) who could conduct the wide-ranging evaluation which is deemed necessary. The conclusion of the article is that there is a need for an evaluation and any resistance of the government could be overcome if the C&AG and NAO exercised their constitutional right to conduct an evaluation of the reforms.
72 citations
TL;DR: The meaning of democratic empowerment differs sharply depending on whether one refers to a predominantly aggregative, or a predominantly integrative strategy of empowerment as mentioned in this paper, and the article seeks to clarify the phrase.
Abstract: The article argues that institutions of parliamentary democracy are currently being undermined and calls for the development of new means of democratic empowerment. The meaning of ‘democratic empowerment’ differs sharply depending on whether one refers to a predominantly aggregative, or a predominantly integrative strategy of empowerment. The article seeks to clarify the phrase. For a predominantly aggregative strategy of empowerment, as proposed by Paul Hirst, the primary means of empowerment is exist. For a predominantly integrative strategy of empowerment, proposed by David Burns, Robin Hambleton and Paul Hoggett the primary means of empowerment is voice. The article concludes that a democratic strategy of empowerment must aim to balance exit and voice options. An example of how balance could be institutionalized is found in Denmark.
72 citations
TL;DR: In this paper, a case is made for focusing research upon variations in patterns of governance through developing a rapprochment between the study of public action and that of political representation.
Abstract: The term ‘multi‐level governance’ synthesizes the overlapping nature of the European Union and implicit theories of EU‐state‐subnational interdependence. Although stimulating as an overriding framework, the concept’s explanatory powers are not self‐evident. Using illustrations from implementation of the structural funds within three French regions, this article endeavours to operationalize multi‐level governance by concentrating upon what it could help to study and what it might contribute in terms of analysing change. A case is made for focusing research upon variations in patterns of governance through developing a rapprochment between the study of public action and that of political representation.
68 citations
TL;DR: The authors used the Department of National Heritage (DNH) to illustrate the current debate over changing governance in Britain given the development of small, central policy-oriented ministries supervising a penumbra of policy networks.
Abstract: This article uses the Department of National Heritage (DNH) founded in 1992 to illustrate the current debate over changing governance in Britain (such as the hollow core and self-steering networks) given the development of small, central policy-oriented ministries supervising a penumbra of policy networks. The article argues that the DNH has at its disposal a number of power resources – ministerial activism, policy review and guidance, systematic review, and finance – which enable it to give a determined steer to its autonomous networks. The implication of this is that real structural change should not obscure the resources at the disposal of the centre in their relationship with their policy networks: government is not just another organization.
49 citations
TL;DR: The emphasis on political craft as a vital complement to administrative-technical competence reflects a policy-making system that is characterized by multi-party government, an assertive Parliament, a strong opposition, influential Lander, and growing informalization as mentioned in this paper.
Abstract: Political craft is an essential qualification of senior officials in the German Federal ministerial administration. The emphasis on political craft as a vital complement to administrative-technical competence reflects a policy-making system that is characterized by multi-party government, an assertive Parliament, a strong opposition, influential Lander, and growing informalization. In fostering political craft, three institutions play a key role: (i) the Chancellery; (ii) the political support units to the executive leadership; and (iii) the parliamentary parties in the Bundestag, which employ Federal ministerial officials on temporary leave. The centrality of these institutions in Federal policy-making makes them into outstanding training grounds for future top officials.
46 citations
TL;DR: In this paper, the authors compare the principles and prescriptions behind the UK model of utility regulation in the post-privatization period with its workings in actual practice, focusing in particular on the case of the telecommunications services industry as an exemplar of the broader picture.
Abstract: This article contrasts the principles and prescriptions behind the UK model of utility regulation in the post–privatization period with its workings in actual practice, focusing in particular on the case of the telecommunications services industry as an exemplar of the broader picture.
It diagnoses that the system has not evolved, as its primary architect (Littlechild) prescribed, into the rule – where feasible – of the competitive order in UK utility industries. Instead it has metamorphosed into a different system that Hayek termed ordered competition. The unintended consequences of this miscegenation are then evaluated.
The conclusion is that a fundamental policy choice remains to be made as to the basic form of the system in the future: whether it should continue as a system of ordered competition as now, or whether it should become a regime characterized by open and effective competition (where feasible) as envisioned by Littlechild originally.
TL;DR: In this article, the authors deal with developing relationships between local authorities and local non-elected public service agencies in England and Wales and classify local authority responses to the growth of the non -elected state.
Abstract: This article deals with developing relationships between local authorities and local non–elected public service agencies in England and Wales. It classifies local authority responses to the growth of the non–elected state. Account is taken of varying agency characteristics and the constraints and dilemmas they face. From the local authority vantage point what is at stake is organizational (re)positioning in a changing institutional environment. Insights derived from strategic management are therefore utilized. But resource dependencies and exchanges also manifest themselves in these emerging relationships. Moreover, account must be taken of the scope for local authorities to be ‘network managers’ given the structural reconfiguration of the local state. The analysis therefore takes on board organizational networking theoretical frameworks. Although central government remains best placed to manipulate the ‘rules of the [new and uncertain] game’, interesting possibilities present themselves if local authorities can show more strategic skill than in the recent past.
TL;DR: The evidence on the impact of this policy with regard to a range of criteria, including efficiency, accountability, effective planning and co-ordination, patient choice and service quality, equity, and the culture of the NHS is examined.
Abstract: The NHS internal market, introduced in an atmosphere of controversy, continues to generate much disagreement. This article examines the evidence on the impact of this policy with regard to a range of criteria, including efficiency, accountability, effective planning and co-ordination, patient choice and service quality, equity, and the culture of the NHS. It explores the different ways in which this evidence is perceived and seeks to make explicit the assumptions and biases of those involved in the debate about the reforms. The article also examines the policy process behind the reforms and the extent to which it has added to the problems of evaluation. By way of conclusion, the implications for future health care reform are considered and a number of procedural changes suggested.
TL;DR: In this article, the authors examine the findings from longitudinal case study work conducted in the 1992-96 period in two organizations in the United Kingdom health care and post office sectors, and highlight the many cultural, political and technical issues that emerge in the strategy and implementation of IT-enabled re-engineering projects.
Abstract: The article examines the findings from longitudinal case study work conducted in the 1992-96 period in two organizations in the United Kingdom health care and post office sectors. The study highlights the many cultural, political and technical issues that emerge in the strategy and implementation of IT-enabled re-engineering projects. The radical re-engineering perspective and model for change presented by Hammer and Champy (1993) are compared against empirical findings. These suggest that the Hammer and Champy advice contains many limitations. The cases show the specific circumstances in which radical re-engineering can be effective, in managerial terms, but also point to conditions under which a unitary perspective on the organization often cannot address adequately many critical political and cultural issues. Moreover, the case histories point to the dangers of an over reliance on a methodological holism that can rarely be delivered in complex large-scale organizations, given the scale of change envisaged; and the difficulties engendered by over-emphasizing the need for transformation, and ‘starting again’, and downplaying the role of history and continuity in both the study and management of organizational change.
TL;DR: The results suggest that NHS board members with a predominantly NHS background appear less ethically conservative, more flexible and less risk–averse than those recruited from non–NHS backgrounds; and that as yet the NHS management ‘culture’ is not very homogenous in respect of ‘business ethics’.
Abstract: Survival of the public service ethos in Britain has been called into question following introduction of the ‘new public management’ and marketizing reforms in much of the public sector. This article examines how these developments have occurred in the NHS, using survey data to analyse NHS board members’ substantive ethical values. Unexpectedly the results suggest that NHS board members with a predominantly NHS background appear less ethically conservative, more flexible and less risk–averse than those recruited from non–NHS backgrounds; and that as yet the NHS management ‘culture’ is not very homogenous in respect of ‘business ethics’. The NHS reforms also appear to accentuate the tensions between transparent public accountability in NHS management and incentives not to publicize certain types of information. Recent codification of NHS ‘business ethics’ can be understood as an attempt to buttress the public service ethos against the increased moral strains of a quasi–market.
TL;DR: In this article, the authors examined four interpretations of local quangos: agency-type, ideological control, managerial restructuring and regulationist explanations, and developed an integrating framework to understand the structural context of local public services.
Abstract: There has been substantial growth in the number of non-elected public bodies – or quangos – operating at the local level. This development presents a marked change from the model of elected local authorities as the main focus for the governance and delivery of local public services. Four interpretations of this change are examined: agency-type, ideological control, managerial restructuring and regulationist explanations. Agency-type explanations recognize a plurality of factors, but lack theoretical or predictive rigour. Ideological and managerial explanations have a stronger theoretical basis but fail to recognize the wider structural context. Regulationist explanations offer, but also suffer from the problems of, structuralist analysis. An integrating framework is developed. Three phases in the development of local quangos are presented as a process by which government has resolved tensions in the British state. A consequence, however, has been to raise questions about the state's longer term legitimacy.
TL;DR: In the case of the Royal Mail, this paper showed that the public-private dichotomy over-simplifies what is a complex process of negotiating meaning, forming alliances, lobbying for support, handling conflict and exerting influence.
Abstract: The public sector in the UK has become the object of constant reform and change as part of the government’s project to increase the remit of the private sector and the role of markets. There is much debate about the effect such a move to market relations has on public services. There is increasing concern with the way market–based reforms are linked to a new pattern of organizational structure and strategy that negates and/or opposes the traditional political processes associated with the public sector. This article focuses on the case of the Royal Mail to explore how such a transformation is both complex and contested. It reveals how ‘the market’ within the public sector is to a large extent politically constructed, and that the public–private dichotomy over–simplifies what is a complex process of negotiating meaning, forming alliances, lobbying for support, handling conflict and exerting influence. It demonstrates how various readings of ‘the market’ emerge, and that any solutions of how to become more commercial can be the result of political machinations. The implications of this analysis go beyond Royal Mail and can be generalized across the public sector.
TL;DR: In this paper, the authors discuss the uses, advantages and drawbacks of the biographical approach in the study of public administration and the application of theories of leadership to senior British civil servants, arguing that biographical case studies -looking at the personal qualities, careers and achievements of top mandarins -can illuminate the exercise of leadership in Whitehall and the changing role and culture of the civil service.
Abstract: The article discusses (1) the uses, advantages and drawbacks of the biographical approach in the study of public administration and (2) the application of theories of leadership to senior British civil servants. The argument is advanced that biographical case studies - looking at the personal qualities, careers and achievements of top mandarins - can illuminate the exercise of leadership in Whitehall and the changing role and culture of the civil service.
TL;DR: In this article, the authors investigated the impact of the institutional development of the European Union (EU) and the new public management (NPM) on the process of recruitment and training of senior public officials in the United Kingdom between 1970 and 1995.
Abstract: This article investigates the impact which the institutional development of the European Union (EU) and the new public management (NPM) have had on the process of recruitment and training of senior public officials in the United Kingdom between 1970 and 1995. Information provided by directors of personnel and training has enabled the extent of change observed in three government departments – Agriculture, Transport and Health – to be measured on a numerical scale. This is combined with a historical analysis rooted in practitioner experience. The evidence from both sources suggests that whereas NPM pressures have had a relatively similar impact on recruitment and training practices in all three departments, the response to EU pressure is much stronger in the Ministry of Agriculture than in the Departments of Transport and Health. The EU impact in Agriculture is particularly strong in respect of recruitment and career progression, the only area and the only department in which our index suggests that policy has been more heavily influenced by European pressures than by NPM. These findings reflect the strength of the political commitment to NPM and the power of the central departments in imposing it across Whitehall; and in the case of Agriculture the development of a cadre of senior officials who have almost all had experience of working in or with the EU institutions.
TL;DR: The 1994 Fundamental Expenditure Review (FER) of the UK Treasury was a radical overhaul of organization that had major implications for the way the Treasury conducts its business as discussed by the authors, paying particular attention to the "strategic" philosophy of controlling public expenditure encapsulated within it.
Abstract: The 1994 Fundamental Expenditure Review (FER) of the UK Treasury was a radical overhaul of organization that had major implications for the way the Treasury conducts its business. This article examines the origins and implications of FER, paying particular attention to the ‘strategic’ philosophy of controlling public expenditure encapsulated within it. Ostensibly an expression of modern economic rationalism overturning outmoded administrative practices, the FER approach to public spending control might alternatively be interpreted as a manifestation of a recurring ‘econocrat’s fallacy of control’ which aims to remove redundancy, random search mechanisms and external veto points from control systems.
TL;DR: In this article, an alternative to contractual solutions to agency problems is suggested in the literature on leadership in which leaders are often claimed to be able to steer historical processes in the direction they intend through the distinctive influence they have on the intrinsic motivation of their followers.
Abstract: An alternative to contractual solutions to agency problems is suggested in the literature on leadership in which leaders are often claimed to be able to steer historical processes in the direction they intend through the distinctive influence they have on the intrinsic motivation of their followers. We evaluate Casson’s (1991) agency–theoretic model of leadership as ‘moral manipulation’ which under certain conditions can be exercised at lower agency cost than monitoring. We then make a case for conceiving leadership as the development of culture of passion to advance the leader’s quest through the engagement of followers in ‘interaction rituals’ in which their passion is either recharged or their lack of passion exposed. The impact the emergence of such cultures can have on the policy–making community is examined using the British and New Zealand experiences and a case is made for the preservation of a counter–culture of ‘public interest’ in the policy advisory ranks of the civil service.
TL;DR: In this article, the authors examine the operational factors common to the core executive, assesses the problems usually associated with the government as an organization and reviews alternative solutions, and offer managerially oriented advice, reasoning that it is the role of policy analysts to prescribe.
Abstract: In the build up to general elections there is invariably a wealth of discourse on constitutional and transitional issues and even on the efficiency and cost-effectiveness of the civil service, but rarely is there any debate on the manner in which politicians manage the government machine. This article seeks to address this deficiency. It examines the operational factors common to the core executive, assesses the problems usually associated with the government as an organization and reviews alternative solutions. Finally, it offers managerially oriented advice, reasoning that it is the role of policy analysts to prescribe and that it is irresponsible to ignore this function. it is clearly emphasized that management solutions are not synonymous with business solutions. The article draws on universal principles of management, seeking to avoid normative suggestions and concentrating instead on practical considerations. Those considerations include personnel selection, collective responsibility, leadership style, organizational structure and team mentality. The conclusion is that strong managerially based leadership should not be dismissed as incompatible with the political constraints placed upon Prime Ministers but rather it should e the predominant impulse.
TL;DR: In this paper, the early years of the Public Expenditure Survey Committee (PESC) were examined from the perspective of welfare policy, and it was shown that the prioritization and strict control of forward expenditure commitments was not possible.
Abstract: The period between 1957 and 1964 was one of immense yet underestimated political and administrative change. It culminated in what many have seen as a golden age in Whitehall. This is reflected by the wealth of records now available for the study of government and policy networks. The period is thus an ideal one for collaboration between historians and political scientists.
The decisional case study examined in this article focuses on the early years of the Public Expenditure Survey Committee, as viewed from the perspective of welfare policy. The drive to ‘modernize’ government started with attempts to ‘roll back the state’ and to hive off the implementation of policy to executive agencies, very similar to those pursued in the 1980s by Mrs Thatcher and Next Steps. The reasoned rejection of such a policy was symbolized by the creation of PESC, a centralized attempt to allocate resources rationally. PESC itself, however, was initially a failure. External circumstances, such as the breakdown of political and administrative networks within the core executive, and internal tensions, including the Treasury’s covert attempt to impose its own departmental interest, led the Cabinet Secretary to conclude that the prioritization and strict control of forward expenditure commitments was ‘not possible’. This case study demonstrates how future studies of the core executive might be broadened and deepened.
TL;DR: A background analysis of the review, examining the main turning points in the process, assesses the performance of key players and concludes with a judgement about the sustainability of the settlement that ultimately emerged as mentioned in this paper.
Abstract: Reorganizations have provided fertile ground for researchers and practitioners seeking to draw lessons about the nature of public administration. The review leading to the reorganization of British local government in 1991-96 sustains the tradition. In an extraordinary unfolding of events key features of the policy and political system are laid bare. This article provides a background analysis of the review, examines the main turning points in the process, assesses the performance of key players and concludes with a judgement about the sustainability of the settlement that ultimately emerged. A number of lessons are drawn about the nature of the British political system as revealed through the impact of the challenge of a large-scale structural review of local government.
Journal Article•
TL;DR: The impact of community identity on the Local Government Review in England was examined in this paper, where three conceptions of community identities were examined - affective, effective and deliberative community identity - and their interplay assessed in shaping the process of restructuring local government.
Abstract: This article examines the impact of the idea of community identity upon the Local Government Review in England. It considers the extent to which the notion of community identity was built into the Local Government Review nationally and, moreover, locally in Hampshire, and the extent to which it shaped the outcomes of the Local Government Review. Three conceptions of community identity are examined - affective, effective and deliberative community identity - and their interplay assessed in shaping the process of restructuring local government. The article argues that the issue of community identity figured prominently in the early stages of the Local Government Review, but faded away as it got caught up with the political machinations of central government, local authorities and political parties.
TL;DR: In this article, the authors present a study of the local government review process in West Sussex and assess whether the presence of an independent commission facilitated the application of an element of policy analysis and learning into the process.
Abstract: This article presents a study of the local government review process in West Sussex. As in any local government reorganization the career and status concerns of individuals and broader positions of coalitions dominant in different organizations provide the dynamic to a ‘play of power’ which is in turn conditioned by external events and contextual factors. Underlying the analysis is a concern to assess whether in particular the presence of an independent commission facilitated the application of an element of policy analysis and learning into the process. It is concluded that little in the way of a reflective and deliberative process occurred. Equally it is noted that to achieve such qualities in public decision-making is a challenging and daunting task when major organizational interests are at stake.