Managing economic crises: The role of the state in Bahrain and Kuwait

Bahrain and Kuwait adopted sharply divergent responses to the economic crisis in the Gulf during the 1980s. The Bahraini government reduced the level of state intervention in the local economy, opened up opportunities for private investment and relied on the operation of the unregulated market; Kuwait's government, on the other hand, imposed a greater degree of state supervision over domestic economic affairs and expanded central planning to allocate resources to the most profitable enterprises. Two influential bodies of neo-Marxist writing on the state—the state-derivation school and the writings of Claus Offe—have difficulty accounting for these differences. A more adequate explanation for Bahraini and Kuwaiti policy can be formulated in terms of the strength of each country's indigenous rich merchant community relative to that of the ruling family/central administration and the political activities of the labor movement in each amirate. Fred H. Lawson is associate professor, Department of Government, Mills College, Oakland, CA 94613. He received his Ph.D. from UCLA in 1982 and has also taught at the University of North Carolina and Smith College. His most recent publications include “Political-economic trends in Ba'thi Syria: a reinterpretation,”Orient 29 (December 1988) and “Libéralisation économique en Syrie et Irak,”Maghred/Machrek 128 (April–May 1990). He is currently exploring the connection between class conflict and foreign policy in contemporary Syria and Iraq.     

Managing the Core Executive

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.     

Managing the Birth Pangs of the New Global Order

As British Prime Minister Gordon Brown notes in this section, we are witnessing the birth pangs of a new global order in this deepest financial and economic crash since the Great Depression. There will be plenty of pain all around for a while. And when the quarter-century leveraged-debt bubble of the United States—the explosion of which detonated the crash—is finally unwound, the new global balance will favor an Asia flush with cash. The G-20 will replace the G-7 as the executive committee of globalization. And, if wise leadership stays the course, there will be a "green lining" to the recovery as the fiscal stimulus is imbued with an environmental sensibility.     

Managing the Budgetary Process in a Hung Council

This paper examines the impact of a change in 1994 from majority control to no overall control on the operation of a strategic medium-term budget and policy plan-ning process in Kirklees MBC. Six hypotheses are set out regarding the changes that might have been anticipated in the budget process, in the light of recent trends in the approach to budgeting in British local government, and the particular political context and recent political history of the authority. Use is made of a diary kept by a participant observer (who is also one of the authors) to document and analyse key events in the budget process. The six hypotheses are examined against the evi-dence, and with some exceptions are confirmed. It is concluded that Kirklees's well-structured budget process did survive the transition to no overall control, but not without considerable difficulty. Careful management from the Executive Board, especially in brokering discussion, was a critical factor and highly advantageous to the success of the process.     

The state of the art in state exective branch reorganization

This article is an attempt to review the state of the art in state exective reorganization in three areas: (1) the value orientations emphasized in state reorganization, (2) the forms/ structures state reorganizations take, (3) the research approaches applied to state reorganiztion. After summarizing trends and patterns in each earea, projections of future developments are made. My review and speculation are based in part on a comprehensive study of 151 state executive branch reorganizations or attempts to reorganize in 48 states from 1914-1975.     

Complex political emergencies and the state: Failure and the fate of the state

It is argued that an understanding of the role and nature of the state and of processes of state collapse are vital for understanding Complex Political Emergencies for various practical reasons and for drawing general lessons from particular experiences: CPEs are often rooted in prior state collapse; humanitarian assistance may have to contend with a fractured, ineffective or nonexistent state; part of post-conflict recovery will involve reconstituting the state. Such lessons can only be generalised where there is some degree of shared context and experience. As a tool for facilitating comparisons of like with like and for understanding the inter-relatedness of several factors, a typology of situations is drawn up on the basis of the state and its dynamics and of the origins, forms and trajectory of the CPE and of interventions into it.     

Managing the contract: A transaction cost analysis of externalisation

This paper examines the externalisation of the London Borough of Ealing's Technical Services Group between 1994 and 1999, the first local government Technical Services function to be externalised as a whole. The case is discussed in the light of transaction cost theory from economics. The study illustrates the difficulties that arise under local authority competitive tendering where the parties enter into an incomplete contract and rely on mutual goodwill to adjust the contract terms later. The study confirms that transaction costs can be pervasive in local government contracting.