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World Bank (1997) World Development Report 1997 (Washington, DC: The World Bank).

Zeckhauser, Richard J. and Horn, Murray (1989) The Control and Performance of State-Owned Enterprises', in P. MacAvoy et al. (eds) Privatization and State Owned Enterprise: Lessons from the United States, Great Britain and Canada (Boston, Kluwer).

Zifcak, Spencer (1994) New Managerialism: Administrative Reform in Whitehall and Canberra (Buckingham: Open University Press).

Index

Aberbach, J., Putnam, R. and Rockman, B. 178

accountability 1, 6, 8, 31-2,41, 60-1, 69-70,76-7,170,190,225-41,257

and democracy 225,229 an exchange arrangement 230 and responsibility 31-2,230 and strategic management 163 basis in law 230 bureaucratic 41 in managerial model 6, 8, 60-1,

69-70, 76-7, 234-41 political 229-33 in private sector 11-13, 226-9, 235,

239-40 in public sector 12-14,225-41 in traditional model 38, 225, 230-3,

236-7 layered structure 227 meaning of 226 private sector as a model 13, 227-9,

235,239-40 problems 21,42, 76-7, 200, 204,

232-3, 238-41 public enterprise 110, 123-8, 228

accountable management 226,234-5, 237-8,241

accrual accounting 176 achievement of results 5-6,8,21,44,46,

52, 58, 61, 63, 67, 72, 149,243 action plan 158 Adams, W. and Brock, J. 103 administration 1-8

definition 4-6 administrative competence 4, 17, 245 agents and principals see principal/

agent theory Aharoni, Y. 123-4, 126-7 Allison, G. 54-6, 154, 168, 190, 194,259 allocation 85-6, 105, 169-70 Anderson, J. 100-4, 135 anonymity of public servants 22, 31-2,

55-6, 191, 194 Ansoff, H.I. 151-2, 164 antitrust regulation 103 arbitrary administration 28

attack on the public sector 8-10, 21, 242,

Aufrecht, S. and Li, S. 207 Australia 4, 9, 58, 64, 95-6, 107, 115,

117, 169, 177, 246 Australia, Coombs Commission 177 Australia, Reid Report 58 Austria 88 authority, types of 27,43

Bangladesh 212, 219 Barzelay, M. 2, 52 Baumol, W., Panzar, J. and Willig,

R. 118 behavioural theories 43 Bentley, A. 200 Bishop, M., Kay, J., and Mayer, C.120 Bismarck, von O. 93 Black, D. 47 Blair government 9, 95, 246 Blau, P. and Meyer, M 45-6, 74. Boston, J. et al. 10 Bowman, C. and Asch, D. 15 Bozeman, B. 34, 36 Bozeman, B. and Straussman, J. 7-8,

43,45,55,68-9, 154, 159, 162, 179, 258

Bryson, J. 155-9, 163, 165 Buchanan, J. and Tullock, G. 47 budget cuts 4,9-10,14-15,17,19,62,

86, 90, 108, 242 budget functions 85-7, l70-2 budgeting and financial control

planning 150-1 budgets 17,47-50,64,78,85-7,105,

169-76

272

accountability to legislature 170-1, 176

advantages of traditional model 171-2

advantages of programme budgets 64, 174

a political document 169-70, 176 criticisms of programme budgeting 175 economic functions 85-7, 170 financial functions 170-1

incrementalism 171, 175 line-item 64, 171-2 maximisation 47-50 PPB system 173, 175, 248 problems with traditional model 172 programme 64, 78, 173-6 United States 170, 173, 175 Westminster countries 170--1 zero-based 173, 248

bureaucracy 1, 3, 8-14, 19-20, 22-51, 56-7, 59, 68, 81, 105, 192, 199,243, 245,253--4

and democracy 41-2,45 and development of modern state 23 and efficiency 23,30,39,41,43,50--1,

59, 68, 81 and freedom 46 and interest groups 194--9 and secrecy 41, 192,245 as societal villain 50 deterioration in status 19-21, 50--1,

57 failure 19, 209 in developing countries 208-11 internal focus 192 not suited to management 14, 39 principles 26-30, 47-8 problems of 40--8, 56, 105 public attitudes 84 public choice and 11-14, 39, 47-50 reducing size 9, 19-21,81-108 suited to administration 18, 39 technical superiority 30, 42 Weber's theory 1, 18, 22-30, 39--46,

71, 206-7, 210--14, 233, 253 bureaucratic mode of production 210 bureaucratic politics 192, 245 bureaucrats 22, 29, 38, 42, 47, 253--4

as an elite 22, 29, 42, 253--4 Burton, J. 119 business strategic planning 150--1

Caiden, G. 4, 32, 44, 180 Canada 58, 85, 110, 115, 198 career service 177-8, 184, 243 Carter, N., Klein, R. and Day, P. 66-7,

182-3, 185--6,234 Chamberlin, J. and Jackson, J. 127 charismatic authority 27 China 23, 207-8 Chubb, J. 196 client focus 61,70, 191, 195,225,236-7,

257

Index 273

Clinton government 9, 95 coercive power of government 83, 89,

230,257 Cohen, S. 183 competence of administration 14, 17,

245 competition between providers 2, 48,

62,65, 117 competition regulation 102-3 competitiveness 14--16, 82 compliance costs 14,250--1 compulsory competitive tendering 70 consumer protection 100 contestable market theory 118 contracts 2, 9, 13-14, 62-5, 90, 180,

227-8 contracting-out 2, 15, 19,61, 88, 108,

116, 121 contractualism 70--1 Coombs Commission 177 Copley, F. 33 corporate strategic planning 150, 152 corporatism 201 corruption 4,23-6, 80, 209, 214--15,

217,221,243, 252-3 cost-benefit analysis 67, 134--5 cost--cutting 2,4,9-10,14--17,19,62,86 Crozier, M. 45 culture of organisations 153, 160--2, 186

Davis, G. 70--1 Day, P. and Klein, R. 229,238, 241 decentralisation 45 decision-making 129, 134, 140, 148 deLeon, P. 131-2, 143, 145, 253 Denhardt, R. 143, 256 deregulation 112, 116, 202-3, 244 developing countries 109, 114, 206-24

and new public management 206-24 inadequacies of political system 210,

215 problems 219-24 public enterprise 211-13 structural adjustment 216-18

development administration 213-14, 224

devolution 45, 62 dichotomy between politics and

administration 22, 26, 30--3, 38--40, 62,65, 68-70, 76, 150,225--6,233, 241,243

direct provision I, 52 disaggregation 62, 64--5 distribution 84--6, 96, 105, 170

274 Index

Donahue, J. 13,97,225, 227, 250-1 Downs, A. 47, 91 Dunleavy, P. 11,47,49-50, 200-1, 246 Dunsire, A. 4, 33 Dwivedi, O. and Henderson, K. 213-14

Eadie, D. 157, 159--61, 163 early administration 23-5 economic infrastructure 1 ° 1-2 economic rationalism 10-14, 94--5, 103

see also neo-classical economics economic theory 8, 10-14, 20, 39,

46-50, 66-7, 87, 20-1, 66-8, 124, 143, 226-9, 242, 244, 246-8

deductive approach 66, 143 principals and agents 10-14, 124,

226-9 public choice 10-12, 14,20, 39,

46-50, 67, 242, 244, 246-8 transaction costs 10, 14

education 98 efficiency 23, 30, 39, 41, 43, 50-2, 59,

68, 81 Elcock, H. 159 electronic government 19 Elmore, R. 140 entrepreneurial government 2,4, 52, 75,

250 environmental protection 101, 103-4 environmental scan 151, 154 ethical issues 19, 21, 45-6, 80, 252-3 evaluation 52, 73, 77, 136-7, 181 external constituency

management 54--6, 189-205 in managerial model 56, 189, 193-5 in traditional model 55, 189 need for external focus 189-91 press and public 190-1, 194 problems of managerial model 204--5

external environment 4, 8, 156-7 externalities 96-9, 101, 103

Farnham, D. and Horton, S. 2, 9, 180 Fesler, J. 231 financial management 167-76, 182,

187-8 Financial Management Initiative 169,

182, 184,235 fiscal policy 87, 167-76 flexible management 1, 52, 67, 78, 244 Flynn, N. 9, 57, 70, 187, 259 France 43, 88,96, 107, 110, 114,207,

212, 235

Frederickson, H.G. 225 French, D. and Saward, H. 5 Friedman, M. and R. 10, 46, 93-4, 100 Fry, B. 33-6 Fulton Report 57, 179,234 functions of general management 54--6

generic management 56, 79, 256 Germany 9,22, 104, 106, 112, 178,201 Gerth, H. and Mills, C.W. 23, 28-9, 41 Gillespie, R. 35 Gladden, E. 23, 26 globalisation 8,14--17 goal displacement 43 goals and missions 3, 64, 136, 151, 154,

156 Golden Age of public administration 44 Golembiewski, R. 34 Goodsell, C. 50, 147, 199,237, 239 Gore, A. 3-4, 19 Gore Report 3-4, 19 government 1,9, 11, 19-21, 52, 81-108,

230,257 administration 84 as a direct provider 1, 52 basic functions 85, 101-4 budget see budgets coercive power 83, 89, 230, 257 production 84--5, 90, 101, 105 provision 84--7, 90 size and scope 9, 11, 19-21

Graham, C. and Hays, S. 7, 38 Grant, W. 200 Gray, A. and Jenkins, B. 14 Gray A. et al. 184, 235 Gulick, L. and Urwick, L. 37

Hawthorne experiments 35-6 Hayek, F. 46 Haynes, J. 216 Hax, A. and Majluf, N. 150-3 Heald, D. 121 health care 98 Hecksher, E. 91 Henry, N. 132 Hicks, U. 83 hierarchy 18-19,27-30, 34, 38,41-2,

180 Hogwood, B. and Gunn, L. 130, 134,

146 Hong Kong 219 Hood, C. 2, 52, 59, 61-5, 71, 114, 248,

252

Hughes, O. 9 human relations 33-8, 74-6 human resource management 20-1,63,

167-8, 177-81, 187-8, 245 Huque, A. 214

ideological basis of managerialism 9, 14, 19-20

imperatives of change 8-19 imperfect information 97,99-100 impersonal administration 28-30, 45-6 implementation 77, 153 incentive improvement 13-14 Indonesia 209 informal networks 35--6, 43 information flow 18-19 information technology 17-19, 61 input focus of traditional model 44 instruments of government 84-91,

99-100, 104-5 production 84-5, 90, 101, 105 provision 84-7, 90 regulation 2, 17, 84-91, 99-100, 104 subsidy 2, 84, 87-8

interest-group mediation 147 interest groups 136, 189, 194-205

and democracy 193 as bureaucratic allies 194, 196-7, 199 definition 195-6 encompassing interests 202 policy communities 197-200 problems of reliance 200-5 special interests 202

internal environment assessment 157-8 internal management 4, 54-5, 167-88 Isaac-Henry, K. Painter, C. and

Barnes, C. 9

Jackson, A. 24-5 Jackson, P. 100-1, 108 Jackson, P. and Price, C. 116 Jacoby, H. 26, 41-2 Japan 43, 106-7, 114 Jordan, G. and O'Toole, B. 64 Jorgensen, J. 211-12

Kakar, S. 33 Kamenka, E. 25, 43 Kanigel, R. 33 Kaunga, E. 212 Kay, J. and Thompson, D. 117, 122 Kay, J. and Vickers, J. 99 Keating, M. 255 Keynes, J.M. 93

Keynesian economics 86-7 Keeling, D. 57 King,A. 200,234-5 Klay, D. 164 Krugman, P. 214

laissez-faire society 91--4

Index 275

Lan, Z. and Rosenbloom, D. 2,52,260 Lane, J.-E. 49, 105 Lasswell, H.D. 135 Lee, J. 219 Lee, R. and Johnson, R. 173 lifetime employment I, 14,29,42, 59,

184 Lindblom, C. 142 long-range planning 149-51 Lynn, L. 69, 130-1, 140-1, 145

McCaffery, G. 153, 159, 161-2 McCraw, T. 83 Malaysia 218-9 management 4--6, 38, 52-8, 79, 167-88,

177-81, 187-205,226,238,243,256 achievement of results 5-6, 53, 243 definition 4-6, 53--6 external constituency 189-205 generic 56, 79, 256 human resources 20-1, 63, 167-8,

177-81, 187-8, 245 includes administration 5--6 internal components 4, 54-5, 167-88 meaning of 4-6, 53-6 personal responsibility for

results 5--6, 38, 52, 58, 68, 72, 226,238

managerial accountability 234--41 managerial programme 60-5 managerialism 2-8, 19-20, 52-80,

234--41, 245--60 and accountability 6-8,60-1, 69-70,

76-7,234--41,252 and economics 72-3 and new contractualism 70-1 and strategy 8, 54-5, 73, 149-66 beginnings of 56-8 criticisms 53, 72-80, 245-57 ethical problems 252-3 ideological basis 9, 14, 19-20, 245-8 in developing countries 206-24 meaning of 53--6 new paradigm 1,7,20-1, 53, 260 problems 72-80, 245-7 theoretical basis 53, 66-8, 72--4 see also new public management

276 Index

managing external constituencies 54-6, 189-205

and managerial model 55, 189, 193-5 and traditional model 56, 189, 191-3 coordination 190-4 need for external focus 189-91 problems of managerial model 204-5 the press and public 190-1, 194

managing internal components 167-88 mandarin class 42, 193 market-based public administration 2,

52, 81 marketfailure 97-104,111-20

causes 97 externalities 96-9, 101, 103 imperfect information 97,99-100 merit goods 98 natural monopoly 99, 111-12,

114-15, 118-20 public goods 97-8, 102, 104, 114

market principle 2, 4, 11, 14, 19, 65, 96-7,244, 249-51

Marxism 91,93 Massey, A. 61,240 Mayo, E. 35-8 mercantilism 84, 91 merit goods 98 Merton, R. 43 Meth, D. and Perry, J. 156 Micklethwait, J. and Wooldridge,

A. 260-1 microeconomics 10 Millward, R. and Parker, D. 121 ministerial responsibility 31-2,230,

233 missions and goals of an organisation 3,

64, 136, 151, 154, 156 Monroe, K. 50, 72 Montanari, J., Daneke, G. and Bracker,

J. 150, 159, 163 moral hazard 99 morale problems 185-8, 253-5 Mosher, F. 24-5, 26 Mueller, D. 10 Muid, c. 18 Mullins, L. 5 Musgrave, R. and Musgrave, P. 83, 86,

88,96-7, 170

Nagel, S. 134, 143-4 nationalisation 84, 93-4, 115 natural monopolies 99,112,114-15,

118-20

neo-classical economics 10-14, 87, 92, 94-5

neo-Taylorian management 66, 74-6, 247-8

nepotism 24 Nethercote, J. 255 neutrality of public servants 22, 31, 42,

55-6, 76, 191, 194, 245 new contractualism 70-1 new paradigm 1, 7, 20-1, 53,242, 260 new public management 1-9, 14, 19-23,

30-1,44, 52-80, 129, 132, 189, 191-5, 203-5, 225, 234-61

accountability problems 6-8, 60-1, 69-70, 76-7, 238-41, 252

an alternative paradigm 1, 7, 20-1, 53, 242, 260-1

and economics 72-3 and new contractualism 70-1 and politics 244-5 and private management 17, 247 and public policy 129, 132, 256 and strategy 8, 54-5, 73 beginnings of 56-8 client focus 61, 70, 191, 195, 225,

236-7 compared with traditional

model 20-3, 260 criticisms 21, 53, 72-80, 243, 245-57 direct accountability 236-41 ethical problems 252-3 external constituencies 54-6, 189,

193-5, 203-5 fashion or fad 59, 248-9 ideological basis 9, 14, 19-20, 245-8 implementation problems 77 in developing countries 206-24 morale problems 253-5 performance measurement 44, 61-4,

68, 73-5, 258-9 political commitment by managers 52 politicisation 30-1,76,222,244-5,252 problems of model 21,72-80,243-57 programme budgeting 64, 78, 173-6 theoretical basis 53-6, 66-8, 72-4 unclear specification 77-8 see also managerialism

new right ideology 9, 19-21,245-8 New Zealand 4, 9, 58, 64, 95-6, 246 Niskanen, W. 47-50 Northcote-Trevelyan Report 22,25,29,

71 Nutt, P. and Backoff, R. 149-50, 153,

157, 160-2, 164

objective setting 151, 163-4 OECD 4, 16,48,60,79,82,89, 173,

187,236-7,254 OECD nations 81, 104-8 office, the 18-19,27-30 office politics 48 Ohashi, T. and Roth, T. 116 Olsen, J. and Eadie, D. 154, 162-3 Olson, M. 202 organisation mandate 156 organisational behaviour 35, 43-6 organisational culture 153, 160-2 Osborne, D. and Gaebler, T. 2-3,

14-15, 18,44, 52, 75, 79, 82, 90, 155-6, 180-1, 186, 226, 244, 250-1

'one best way' thinking 33-4, 38-9, 75, 140

Ostrom, V. 26, 39, 48, 71 Ott, J., Hyde, A. and Shafritz, J. 7 outcomes 3,44

paradigm change 1,7, 20-1, 53,242, 255,260-1

paralysis by analysis 152 patronage appointments 24-5,29 Patton, C. and Sawicki, D. 135-9,

141-2 Pendleton Act 26 performance appraisal 21,63, 182-8 performance budgets 173-fJ performance contracts 13-14, 70 performance indicators 52, 63-4, 74-5,

78, 181-8,228 criticisms of 183

performance management 2, 8, 55-6, 61-4, 73-5, 167-8, 181-8,243,247, 258-9

in managerial model 61, 63-4, 73-5 in traditional model 55-6, 243

performance measurement 44,61-4,68, 73-5, 181-8, 245, 258-9

performance pay 14, 180-1, 184 personal administration,

'patrimonialism' 23-5, 28 personal responsibility 5-6, 38, 52, 58,

68, 72, 226, 238 personnel management 17,20-1,63,67,

167-8, 177-81, 187-8,245 advantages of traditional

model 177-9 problems of traditional model 178 reforms 17,67, 179-81, 187-8

Peters, B. 18, 64, 179, 222

Index 277

Peters, T. and Waterman, R. 3 Petracca, M. 195 planning evolution stages 150-3

budgeting and financial control 150-1

business strategic planning 150-1 corporate strategic planning 150, 152 long-range planning 150-1 strategic management 150, 152-3

pluralism 200-2 policy analysis 8, 129-30, 132-5

empirical methods 132-5, 139 inductive social science 142-3 limitations 136, 139-43, 147-8 scientific model 142-3 see also public policy

policy communities 197-200 political accountability 229-41

in managerial model 234-41 in traditional model 230-2

political control 30-2 political management 62, 69 political nature of public service 62, 69,

76 political public policy 129, 145-8 politicisation 30-1, 76, 222, 244-5, 252 politics separated from

administration 22, 26, 30-3, 38-40, 62,65,68-70,76, 150,225-6,232-3, 241-3

a myth 32,40 Pollitt, C. 2, 6, 19, 35-6, 52, 57, 66,

73-5, 185-6,245-7 Popper, K. 142 Porter, M. 15, 16 'POSDCORB' 37-8 position of the official 29-30 Price, C. 220 principal/agent theory 10-14,44-6,67,

73-4,124,150-3,226-9,239-40,247 private management 44-6, 73-4, 247

accountability 12-13,226-9, 235, 239-40

idealised view 228 strategy in 67, 150-3

private sector 9-14,45-6,56,65-7, 124, 226-9, 235, 247

need for public sector 82, 92, 96-7, 102

privatisation 4,9, 15, 19,52,65,81,108, 110-23, 128, 249-51

and accountability 125, 227-9 definition 116 economic arguments 116-20

278 Index

privatisation (cont.) ideological arguments 122-3 in developing countries 213 in UK 9, 81, 110, 112, 115-23

production 84-5, 90, 101, 105 programme budgeting 64, 78, 173-6

advantages 64, 174 criticisms of programme

budgeting 175 promotion by merit 25 promotion by seniority 14, 42, 177-8 Pross, P. 56-7, 192-9 provision 84-7,90 public administration 1-9, 16-17,

20-51, 55--6, 71, 81, 149, 167-93, 235, 243, 255--6

and public policy 256 and strategy 55--6, 149 as a field of study 7-8, 255--6 as a paradigm 1, 7, 20-1 definition 4--6, 22 external constituencies 56, 189, 191-3 financial management 167-76, 182-4,

235 Golden Age 44 impersonal system 28-30 input-dominated 44 internal components 167-88 market-based 2, 52, 81 outstanding success 22, 50 performance management 55, 177-9 precedent, 'the files' 27-8 problems of 22-3, 38-50, 52 process orientation 62 separation from politics 22, 26, 30-3,

38-40, 62, 65, 68-70, 76, 150, 225--6, 232-3, 241-3

theoretical basis 22-3, 26-32 traditional model 1-9, 16-17, 22-51,

71,243 see also traditional model

public and private differences 53, 67, 257-60

accountability 257-8 coercive nature of public sector 83,

89,230,257 measuring performance 258-9 size and diversity 259

public and private sector 56, 61, 67, 81-108,257--60

an artificial distinction 82-3 dividing line 81, 109

public choice theory 10-12, 14, 20, 39, 46-50,67,95, 142,214,242-8

public enterprise 81, 84, 88, 93-4, 108-28,206,211-13,220,228,249

and public management 128 and regulation 113 characteristics 124 contracts with government 126-7 control and accountability 108,

123-8 definition 110, 124 developing countries 206, 211-13, 220 future of 127-8,249 hybrid nature 109, 124-5, 127-8 kinds of 110-3 management efficiency 120-2, 124,

128 management problems 110, 125 nationalisation 84, 93-4 no longer core business of

government 88, 123 privatisation 81,99, 108-10, 115-23,

249 reasons for establishing 113-15

public goods 92, 97-8, 102 public interest 22 public management 1-8, 52-80

see also new public management, managerialism

public policy 129-48 agenda-setting 136 and new public management 129,

132,256 and political science 132, 142, 146,

256 and public administration 7-8,

129-32, 139, 256 as paradigm 130 definition 130-2 difference from traditional model 132 empirical methods 132-5, 142-3, 139 evaluation 136-7 inductive social science 142-3 information role only 144, 147-8 limitations 139-43 output of government 131, 145-8 process models 135-9 scientific model 142-3

public sector 9-11, 20, 56, 72-4, 81-108, 225-41, 257--60

accountability 225-41 definition 82-3 measurement of performance 73-4 role 9, 11, 16, 61, 81-108, 242 size and scope 9, 20, 81, 108 uniqueness 56, 72-4, 257--60

public service 12, 17, 58-9 and politics 76 anonymity and neutrality 22, 31-2,

42, 55-6, 76, 191, 194, 245 public utilities 110-1, 118-20

political sensitivity 111, 118 privatisation 111,118-20

purchaser and provider 70-1 purchasing of offices 24 Pusey, M. 10 Putt, A. and Springer, J. 130, 132-4,

141-2

Quade, E. 131, 135

Rabin J. and Bowman, J. 40 Rainey, H. 8, 53, 69, 78, 147, 184 Ramamurti, R. 213 Ranson, S. and Stewart, J. 8,260 rationality 11-12,47, 66, 94--5, 141 rational-legal authority 27, 43 Reagan government in US 9, 94, 244--6 reducing size of public sector 8-12 red tape 4 redundancies 21 Rees, R. 114--15 reforms in public sector 14--18, 59 regulation 2,17,84,88-91,99-100,104,

113 regulation of competition 89 Rehfuss, J. 250-1 Reich, R. 108, 147, 203 re-inventing government 2, 244 responsibility 31-2, 230, 233

see also accountability responsiveness 236-7 restructuring 14--16 results 5-6,8,21,44,46, 52, 58, 61, 63,

67, 72, 149,243 Rhodes, R. 2 Rice, E. 215 Richardson, J. and Jordan, A. 196-8 Riggs, F. 16 Ritter, G. 93 role of government 9, 11, 16, 20, 61,

81-108,242 collective goods and services 85 economic infrastructure 85 in developing countries 208-13,

215-17 maintenance of competition 85, 102-3 natural resource protection 85 stabilisation of the economy 85-7,

103-4

Root, H. 209, 219 Rose, R. 178

Index 279

Rose, R. and Peters, B. 86, 104 Rosenbloom, D. 7,229 Rubin, 1. 176

Saunders, P. and Klau, F. 108 Savas, E. 90, 121, 244 Schachter, H. 35-7 scientific management 33-4, 74--5

continuing debate 36-8 government and 34, 36-8 reinterpretation 35-8

Self, P. 12 seniority 14, 29, 42, 177-9, 187 separation of politics and

administration 22, 26, 30-3, 38-40, 62,65,68-70,76, 150,225-6,232-3, 241-3

service delivery agencies 21 Simon, H. 141, 146 Simpson, E.E. 212 size of government 9, 20, 104--8 Smith, Adam 48, 91-4 Smith, B. 208,210,223 Spann, R. 6, 248 spending cuts 4,9-10,14--15,17,19,62,

86, 90, 108, 242 spoils system 24--6, 30-1, 76 stabilisation of economy 85-7, 103-4,

170 stakeholders 161 Steel, D. and Heald, D. 116 'steering not rowing' 52, 90, 108, 244 Stigler, G. II, 100,202-3 Stiglitz, J. 83 Stillman, R. 17,31,34,37-8,251-2 Stokey, E. and Zeckhauser, R. 97, 135 strategic issues 158 strategic management 64, 67, 149-66

difference from planning 150, 152, 159-60

implementation 153, 159, 161 stakeholders 161

strategic planning models 67, 74, 78, 149-66

adjunct to political process 163, 166 defined 154--5 limitations 159, 162-6

strategy in public sector 8, 54--5, 73, 149-66

and accountability 163 and political leadership 163 criticisms 162-6

280 Index

strategy in public sector (cont.) defined 154-5 environmental scan 151--4 in managerial model 8, 54-5, 73,

149-66 in traditional model 149

structural adjustment 14-16,216-18 study of public administration 7-8,

255-7 subsidy 2, 84, 87-8 Sweden 9, 106-7

Tanzania 208,211-12 Taylor, F. 33--4, 36-8, 74-6, 207, 247 technological change 8, 16-19, 61 Thatcher government in UK 9, 57, 61,

69,94-5, 115,234,244,246-8 time-and-motion studies 33--4 Toft, G. 152, 162 traditional model 1-9,16-17,20-51,

55-6, 71, 81, 129-32, 149, 167-93, 225, 232-7, 243-61

and public policy 7-8, 129-32 and scientific management 34, 37 as paradigm 1, 7, 20-1 bureaucratic accountability 38, 225,

232-3, 236-7 defined 1-8, 22 external constituencies 56, 189, 191-3 financial management 171-2 free of corruption 38 in developing countries 206-15 internal components 167-88 lack of strategy 55-6, 149 non-partisan 25, 31 obsolescence 51,242,256, 260-1 outstanding success 22, 50 performance management 55-6,243 personnel management 177-9 political accountability 51, 69,

229-32 problems of 22-3, 38-50, 243, 244 reform movement 22, 25-6, 51 replacement by managerialism 20-1,

23, 260 technological base 8, 16-19 theoretical basis 22-3, 26-32 see also public administration

transaction costs 10, 14 transfer payments 85, 107 Truman, D. 200 Turner, M. and Hulme, D. 209,212-15,

222

uniqueness of public sector 56, 72--4, 257-60

United Kingdom 4, 9, 21-6, 50, 57-61, 70, 84, 93-6, 106, 110-23, 158, 69-71, 179-84,208,212,231,234-6, 241-8

accountability 231, 234-6, 241-8 FMI 169, 182, 184,235 Fulton Report 57, 179, 234 Northcote-Trevelyan Report 22, 25 privatisation 110-23 public enterprise 84, 110-23

United States 7, 9, 22-6, 50, 57, 63--4, 88, 90, 93, 99, 106-8, 112, 132, 170-5,178,180,191-2,204,231-6, 239, 242-6

budgeting 170-5 accountability 231-6,239 Civil Service Act 26 Civil Service Reform Act 58, 180, 184 political accountability 231-2 spoils system 24-5, 30-1, 76

user charges 61, 244 utilities 110-1, 118-20

Vecchio, R. 44 Vernon, R. 126 Vickers, J. and Yarrow, G. 12-13, 118,

121, 123, 126,228

Walsh, K. 10, 12, 50, 70, 97, 101 Weber, M. 1, 22-3, 25-30, 39--46, 71,

253 Weberian bureaucracy 18, 56, 67, 78,

206-7, 210, 213--4, 233 welfare 86, 94, 103 welfare state 84, 93--4, 96 Westminster countries 31-2,39, 170-1,

233 White, L. 24 Wildavsky, A. 169,175,254 Wilenski, P. 171 Willamson, O. 14 Wilson, G. 196, 199-200 Wilson J. 49, 78, 190, 244 Wilson, Woodrow 22, 26, 30-1, 39--40,

65, 76-8, 210, 225, 243 Wiltshire, K. 122 World Bank 101, 115, 206-8, 212,

216-18,220,223

Zambia 212 Zeckhauser, R. and Horn, M. 124 Zifcak, S. 169,179,258