Download Civil Service Systems in Anglo-American Countries (Civil by John Halligan PDF

By John Halligan

This name provides a accomplished assessment of the problems in smooth bureacracies, mixed with a comparative research of the civil carrier structures and administrative traditions of 5 Anglo-American international locations: Australia, Canada, nice Britain, New Zealand and the USA. In every one bankruptcy, professional participants adopt a scientific research of every country's civil carrier from 3 extensive views: exterior kinfolk, inner constituent beneficial properties and styles of switch. by way of applying a comparative framework at the side of empirical examine, they may be able to emphasise the explicit nature, features and improvement of every provider method. additionally they spotlight the historic advancements and reforms linked to the Anglo-American version, that are frequently hugely targeted in comparison with the opposite OECD countries. The concludes with a scientific comparability of every civil provider method, searching for parallels and diversifications among them.

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Even on the rare occasions when either of these parties has been elected on a radical platform – particularly in the case of the Thatcher government of 1979 – their period in office has been marked by an unwillingness to provide a new 27 28 Civil service systems in Anglo-American countries constitutional settlement that would fundamentally transform the foundations on which both the civil service and the state are legitimised. As a result, any reform of the British civil service has always been contained within the existing constitutional framework, and this has limited the scope for overhauling the institutional arrangements that condition the bureaucracy.

To understand the reform in Whitehall, it is essential to recognise the Conservatives’ desire to 42 Civil service systems in Anglo-American countries reassert the power of the executive in pursuit of an image of strong government and governing competence (Bulpitt 1986). Thus the emphasis is on the relational reform of power between ministers and civil servants (see Ingraham 1996, pp. 260–61). Here, I do not wish to discount the role of ideology, or more specifically the role of new business models of management in the reform process; rather, I want to suggest that political factors are often given insufficient attention.

The Treaty of Waitangi has served as a fundamental document since its signing in 1840 by the indigenous peoples of New Zealand. It was argued, for example, that Mrs Thatcher was less interested in political party affiliation than in whether the individual in question wanted to create more efficient, and smaller, government. This is what appeared to have been meant by those public servants being ‘one of us’ (Hennessy 1989). This tradition too is changing, with substantial decentralisation in France (d’Arcy 1996) and even greater movement away from uniformity in Spain and Italy.

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