Julia Strauss,State Formation in China and Taiwan: Bureaucracy,Campaign, and Performance

Journal of Chinese Political Science -     

Thatcherism and the Conservative Party

Neither spatial models of party competition nor the 'Westminster' model of British politics explain the phenomenon of Thatcherism. One explanation of its success, examined by Crewe and Searing, suggests that Mrs Thatcher sought to convert the Conservative party and the wider electorate to her distinctive brand of liberal Whiggism and traditional Toryism. They found little evidence of the success of this, however, among the British electorate as a whole. In this paper, data from the first national survey of Conservative party members demonstrates that she had little success in converting the Conservative party to these ideas either, although she did have a secure ideological base within the party. The results also suggest that her successor, John Major, has a rather different support base within the party from that of Mrs Thatcher. The implications of these findings for spatial models of party competition and the Westminster model of British politics are discussed.     

Bureaucracy,inefficiency, and time

This paper examines the bureaucrat's choice between devoting resources to economic rents (organizational slack) and maximizing the budget of the agency. A new model of bureaucracy is developed using utility rather than a demand function as its foundation. It is shown that increases in income alter the slack-budget constraint to favor organizational slack over budget-maximization. Modern federal bureaucracies in the U.S. are predicted to be slack-maximizing and X-inefficient.     

The President and Representative Bureaucracy: Rhetoric and Reality

Policy makers have long recognized the importance of achieving a representative federal bureaucracy, but the four most recent presidents have expressed divergent views about policies designed to achieve this goal. Meanwhile, there have been widespread perceptions among federal employees that the administrations' ideologies have had a direct impact on the opportunities of minorities, women, and white men for advancement. Using government-wide data from 1979 to 1996, this article examines whether such employment opportunities have varied in the manner suggested by these perceptions. We find little evidence of a correlation between the president's views on affirmative action and minority and female representation in the overall federal workforce. Moreover, the curtailment of promotion opportunities during the Reagan and Clinton administrations has affected all groups nearly equally. Potential presidential influence has been more notable in the representation of women and minorities in politically appointed and career senior executive jobs. We conclude that equal employment opportunity and affirmative action policies have remained basically intact during the 18-year period, but that recent court decisions, along with efforts to reduce the size of government, may slow progress toward achieving a representative bureaucracy.     

Bureaucracy,organization culture and development

The first part of the paper discusses the concept of organizational culture and highlights its value as an aid to understanding the way organizations work. Using four basic models of organization culture (power, role, task and person) the paper then goes on to describe a questionnaire survey of cultures in development organizations. The questionnaire required two sets of responses: firstly an indication of preferred organization culture and secondly the respondents' perception of the way their organization actually works. Whilst the vast majority of respondents prefer task-orientated cultures, most actually perceive themselves to be operating in a role culture (bureaucracy), whilst a large minority perceives a power (political) culture. These results demonstrate an inherent tension in many people's working lives. They also indicate the necessity of taking into account the political environment of work when designing training courses; few organizations appear to operate in the rational way upon which many development techniques and practices are posited. In the final part of the paper there is discussion of the need to make a modification to the basic cultural models in order to make them particularly relevant to developing countries.     

Bureaucracy,altruism, and monetary policy

It has recently been argued that the fiscal relationship between the Federal Reserve and the Treasury, by which the Fed keeps a portion of its earnings, imparts an inflationary bias to monetary policy because that relationship gives the Fed an incentive to increase its earnings by increasing the monetary base. This hypothesis is tested within the framework of a Federal Reserve objective function incorporating bureaucratic and social goals, and no evidence is found to support it.     

Nicholas R. Lardy,ed., The State Strikes Back: The End of Economic Reform in China

Journal of Chinese Political Science -     

Bringing the Constitution Back In: Political Science and the State

At one time the study of politics centred on the state but for much of this century the emphasis has been on political behaviour and policy-making with governmental decisions explained as a response to societal forces. In the last decade or so, state-centric theorists have sought to bring the state back, arguing that it is more autonomous than society-centred theorists have suggested. I record the retreat of the state in the Anglo-American study of politics and the related rise of a particular kind of political science, going on to outline the more recent growth of a 'new institutionalism' which places the state at the very centre of political science. Bringing the state back in to the study of British politics must necessarily involve bringing the constitution back in but in ways that avoid the limitations of the constitutional approach and a narrow legalism.     

Representative Bureaucracy and Partisanship: The Implementation of Election Law

Studies of representative bureaucracy argue that public administrators hold attitudes that are generally representative of the public and will implement policy in accordance with those attitudes. However, studies of representative bureaucracy generally have not considered the partisanship of local administrators. Many local election officials affiliate with a political party, and there is concern that partisan officials will manipulate election procedures to help their party. The authors analyze a survey of local election officials about their attitudes toward provisional voting. Findings show that Democratic local election officials have significantly more positive attitudes toward provisional voting programs in highly Democratic jurisdictions and significantly less positive attitudes in highly Republican jurisdictions. No such relationship occurs for Republican administrators. In addition, positive attitudes toward provisional voting are associated with more provisional votes being cast and counted in the 2004 presidential election. This work questions whether representative bureaucracy—when it concerns partisanship—is always a desirable outcome.     

Competency, Bureaucracy, and Public Management Reform: A Comparative Analysis

Competency can be considered a central theme in contemporary public service reforms. This article analyzes the development of competency frameworks for senior public servants at the national–government level in three countries (the U.S., the U.K., and Germany). By tracing the development of competency as an idea, it is shown that competency reforms drew selectively on management ideas, and by tracing the nature and time-patterns of competency reform developments in the three countries, it is shown that competency came onto the reform agenda at different times and by various routes rather than by a simple pattern of international policy transfer or business-to-government transfer. It is argued that the adoption of competency frameworks took place at critical junctures for preexisting public service bargains or agreements in each case and that they were shaped by the particularities of institutional context. However, although competency is arguably central to public service reform, it is far from clear that the competency frameworks in these three cases contributed to the declared aims of many contemporary public service reformers.     

When market and territory collide: Thatcherism and the politics of regional decline

This article examines the politics of regional economic decline in two British administrative regions since 1979. Variations in economic problems and in government policy have combined with the presence or absence of indigenous resources to produce distinctive responses by groups and organisations in these regions. The findings highlight the strong influence of government policy in structuring the options for regional groups, as well as the mediational role played by regional civil servants. The politics of territory is alive and well in Britain, although it occurs within well‐defined parameters set largely by central government.     

Influencing the Bureaucracy: The Irony of Congressional Oversight

Does the president or Congress have more influence over policymaking by the bureaucracy? Despite a wealth of theoretical guidance, progress on this important question has proven elusive due to competing theoretical predictions and severe difficulties in measuring agency influence and oversight. We use a survey of federal executives to assess political influence, congressional oversight, and the policy preferences of agencies, committees, and the president on a comparable scale. Analyzing variation in political influence across and within agencies reveals that Congress is less influential relative to the White House when more committees are involved. While increasing the number of involved committees may maximize the electoral benefits for members, it may also undercut the ability of Congress as an institution to collectively respond to the actions of the presidency or the bureaucracy.     

Anticipating Uncertainty: The Strategy-Structure Problem in Public Bureaucracy

The connection between administrative structure and policy strategy for public agencies is neither well understood, nor widely appreciated in political science. Much more emphasis is placed on the structure of linkages between bureaucracies and other political institutions. In this article, 1 advance an argument explaining the importance of strategy in policymaking for public agencies, and demonstrate how the concept needs to be refined in order for it to have meaning for public sector organizations. Strategy is analyzed in terms of two categories of uncertainty: generalized and contingent. Because of the ubiquitousness of generalized uncertainty in public policymaking, developing a capacity for anticipating uncertainty problems is critical in strategy formation. Whether that capacity exists is a function of administrative structure. 1 further present an argument for why structure deserves consideration as a political and technical matter, and not simply as a consequence of political preferences.     

The Bureaucracy and Its Masters: The New Madisonian System in the US

The bureaucracy's masters have redesigned the American political system over the past 20 years. As before, checks and balances play a critical role. This time, however, relations between one branch of government (the bureaucracy) and the rest are decidedly and deliberately asymmetrical. While acknowledging the need for bureaucratic accountability, the author raises questions about a growing emphasis on highly coercive controls from above. Instead he recommends greater reliance on catalytic controls from below, which energize the bureaucracy without stifling bureaucratic creativity and eroding bureaucratic integrity.