| Abstract: | AbstractAdministrators of many publicly funded organizations are facing the need to implement cutbacks in the light of current budgetary restrictions. An alternative or supplementary course of action to making cuts is to resist them. This article examines four organizations - a Montreal university, a Montreal social service centre and two British health authorities - to see how they dealt with this issue of resistance. Resisting cutbacks requires the use of political strategies which are effective in persuading funding agencies to increase or maintain budgets. The four case studies illustrate the components of a successful strategy in terms of identifying the relevant interest groups, building coalitions and creating legitimacy. In addition, the question of whether administrators should resist budget cuts is explored. The pitfalls of resistance that were encountered by the four organizations are identified, as are the advantages. It is shown that while resistance is a viable option for many public administrators, it is no simple matter. Those contemplating this course of action need to be aware of the issues involved so that they can assess and enhance their chances of success, while minimizing any detrimental effects that resistance may have on the organization and its employees. |
