The Core Executive, Modernization and the Creation of PESC, 1960-64

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.     

Acquiring Political Craft: Training Grounds for Top Officials in the German Core Executive

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.     

Ministers and Top Officials in the Dutch Core Executive: Living Together,Growing Apart?

This paper reports the results of a comprehensive, qualitative (100 interviews; 9 interactive workshops) study among Dutch ministers and top departmental officials. Its key question is how both groups conceive of their respective roles and working relationships. This question became a high‐profile issue in the late 1990s after a series of overt clashes between senior political and bureaucratic executives. To what extent does the old, Weberian set of norms and expectations concerning the interaction between politics and bureaucracy still govern the theories and interaction patterns in use among ministers and top officials within the core executive? What new role conceptions are in evidence, and how can we explain their occurrence and diffusion in the Dutch core executive?     

The Tangled Webs of Westminster and Whitehall: The Discourse, Strategy and Practice of Networking Within the British Core Executive

In this paper we identify and seek to resolve a certain paradox in the existing litera-ture on networks and networking. Whilst earlier policy network perspectives have tended to emphasize the structural character of networks as durable, dense and relatively static organization forms, the more recent strategic network literature emphasizes the flexible, adaptive and dynamic quality of networking as a social and political practice. However, neither perspective has yet developed a theory of network formation, evolution, transformation and termination. In this paper, we seek to rectify this omission, advancing a 'strategic relational' theory of network dynamics based on a rethinking of the concept of network itself. We illustrate this perspective with respect to the policy process centred in and around Westminster and Whitehall, drawing on a series of semi-structured interviews with ministers and officials from four departments.     

Managing the hollow state

Beginning in the mid-1970s and continuing through the 1980s and into the early 1990s governments in the industrialized democracies have brought about tremendous changes in their own State structures and in the relationship between the State and society. In the United States we refer to the “Reagan revolution,” but the changes have been no less profound in other countries, including those such as France and Sweden with very large and well-respected bureaucracies. While these changes in the nature of government are well-known and well-documented, their implications for the implementation and management of the public sector have not been explored adequately, especially in comparative context.⁽¹⁾ To the extent that the implications have been discussed it has been primarily in the context of the “new managerialism” but the changes really extend much more deeply into the process of governing and the manner in which the State relates to society.

This paper will be a step in the direction of more fully ramifying the nature of the changes using the phrase “the hollow state” to capture the changes that have occurred. The paper will attempt to look at what has been happening in government, as well as the implications for the future of the State, and for “statecraft” in contemporary democracies. That statecraft, by which the policy initiatives of government are linked to the lives of citizens, must continue to be a central element in the design of governments, but often has been ignored in the rush to reach fashionable political goals. If government is to continue to be a positive force in the future, then that craft must be fostered and mobilized rather than ignored with contempt.     

Executive Succession and the Performance of Public Organizations

A theoretical framework is developed for the analysis of the impact of executive succession in public organizations. The central concepts in the model are the motives of chief executives, the means at their disposal and the opportunities available for influencing performance. The main hypothesis that flows from the model is that the effect of executive succession is likely to be small but significant. Furthermore, the strength of the impact of succession is contingent on a variety of external and internal circumstances. Seventeen testable hypotheses concerning these contingency effects are presented as a research agenda for studies of top management change in the public sector. The theoretical arguments are illustrated with reference to UK local government.     

希腊新掌门--卡拉曼利斯

3月7日,希腊新民主党在大选中战胜执政的泛希腊社会主义运动(简称泛希社运),获得了议会300个议席中的165席,成为新一任的强势执政党,党主席科斯塔斯·卡拉曼利斯将出任希腊总理.     

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.     

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.     

Managing financial resources in the states: the role of computerized information systems

One of the principal and most visible functions of public managers is the allocation of public funds across multiple, many times competing services and constituencies. This vital process must be as efficient and effective as managerial skills and the application of technology permits. Yet, as the effects of technology escalate, little is known about the application of computerized information systems (CIS) to important strategic and operational, financial management decision-making. This study examines the use of information technology in financial decision-making in state governments. The findings suggest that computerized information systems play central but diverse functions in various financial decisions, but that public managers will continue to play a key role in ensuring that CIS use enhances decision-making capabilities.