DEVELOPING AND UNDERSTANDING CULTURAL CHANGE IN HM CUSTOMS AND EXCISE: THERE IS MORE TO DANCING THAN KNOWING THE NEXT STEPS

Increasingly, what was formerly known as public administration is turning itself into management, while management itself is fast becoming synonymous with the management of change. These two directions meet in government calls to change the culture of the civil service, and are to be found most clearly in the Financial Management Initiative (1982), and its successor, the Next Steps (1988). While each stresses a different aspect, the core policy idea which runs through them is one of improving performance by delegating power and responsibility down the hierarchy closer to the point of delivery. In this way the bureaucratic giants which comprise the various central government departments are transformed into more adroit organizations, to the extent that it becomes appropriate to talk of giants learning to dance (Kanter 1989). This article, through a discussion of 'experiments in change' conducted in one of the largest central government giants, HM Customs and Excise, argues that teaching giants to learn to dance is easier said than done. The main focus of the article is on what giants may need to learn in order that they can become more attuned to change and it concludes with the proposition that change in central government cannot be understood or be properly managed without an appreciation of the changing context of change itself.     

PAY DETERMINATION IN THE BRITISH CIVIL SERVICE SINCE 1979

This article traces the development of pay determination in the British civil service over the last decade. It argues that after a period of instability, the pay system established at the end of the 1980s embraced rather than reconciled two competing traditions of pay determination; one based upon the importance of traditional compatibility criteria and the other stressing flexibility to meet managerial needs. As a consequence of the difficulties which emerged under these new arrangements, neither the unions nor the government have fully achieved their pay objectives. While the creation of executive agencies may herald a more fundamental change in pay determination based upon devolved structures and systems, the nature and extent of this change still depends upon resolution of the tension between competing central government concerns to retain financial control and allow agencies to adapt to meet local needs and circumstances.     

Policing: Continuity,Consensus and Controversy The Political Quarterly Lecture 2010

While British policing has an unparalleled worldwide reputation for excellence, its system of governance has not been formally examined for almost fifty years. Known as the tripartite system, giving overlapping but compatible powers and duties to the Home Secretary, to local Police Authorities and to Chief Officers of Police, it is now long overdue for reconsideration and adjustment. More than one political party is suggesting significant reform but only of individual parts of the system. Given other issues concerning the police, particularly the number of United Kingdom forces and the fixation with the number of police officers as an indication of political success, there is now an urgent need for agreement that policing in Britain should have a holistic and cross‐party re‐examination, possibly but not necessarily in the form of a Royal Commission.     

Representation as a median mandate: Taking cross‐national differences seriously

The extent and ways in which popular preferences influence government policy are absolutely central to our understanding of modern democracy. Paul Warwick's discussion of these in the European Journal of Political Research in 2010 puts itself at the heart of the debate with its critique of the median mandate theory of McDonald and Budge, proposing an alternative ‘bilateralist’ concept of representation. This article questions whether this concept has much to add to our theoretical understanding of representational processes. However, Warwick's further conceptual points deserve serious consideration. These concern the time horizons within which representative processes work, and the status of the median position given multi‐motivated voting. At the evidential level, Warwick argues that survey‐based measures of voter and party left–right positions fail to produce the correspondence between median and government policy positions that median mandate theory would have us expect. However, survey‐based measures of median voter and party placements obscure important cross‐national variation. Using the Comparative Study of Electoral Systems ( CSES 2007 ), as Warwick does, this article shows that survey respondents norm their own and their country's party positions to their national context. The consequence is to make the political centre in all nations appear similar. Allowing for the relevant cross‐national differences brings the relationship between the median voter and government position back in line with expectations.