Foreword
Chapter One. The Civil Service: Definition, Organization, and Historical BackgroundThe History of the British Civil Service: from its Origins to the Crisis of the Late SeventiesThe Seeds of the Managerialisation Process: the Fulton Committee and its Report (1966-1970)1970-1974: Heath's Attempt to Modernise the Central GovernmentMalaise and Crisis in the Public Sector: Towards Thatcher's EraChapter Two. The Rise of Managerialism in the Civil Service. The Thatcher Years.The Political, Economic, Social, and Administrative Environment in the Early EightiesThe Political Impact of the New Right on the Public SectorThe Social Context: the Distrust of Government and BureaucracyThe Economic Paradigm: the End of KeynesianismThe Administrative Context: the Seeds of ManagerialisationThe New Right Approach to the Civil Service and Administrative ReformThatcher's Opposition and the Civil ServiceThe 1979 Conservative ManifestoThe 1979 Reform of the Select CommitteesThe Higher Civil Service and the Thatcher Factor: an Outlook on the AppointmentsEfficiency and Managerial Culture: Rayner's Public Management Reforms1979-1983: The Rayner Project for Public ManagementThe Reduction of Quangos: a Spending Review AttemptA Priority for the Prime Minister: Reducing Departmental ManpowerThe Abolition of the Civil Service Department1983-1987: the Rise of Managerialism and Central Government Reform. MINIS and FMI, Lasting Reforms, and the Open Structure RestructuringThe Embryo of Public Management Reforms: 1982-1984Lasting Reforms in Broader TermsMINIS and the Financial Management InitiativeThe FMI Further Development (1982-1987)The Cassels Report: Improving Career Management and Training for a New Breed of Skilled Public ManagersThe Central Policy Review Staff Abolition: the End of the Government's Think TankFrom FMI to the Next Steps Executive AgenciesThe Last Effort to Reform: Trade Unionism Transformation in the Public Sector, Civil Service Regulation, Pay and Performances, Recruitment, and TrainingTransformation of Trade Unionism in the Public Sector: The Government Communication Headquarters Case (1984)The Armstrong Memorandum and the Renewed Constitutional Debate on the Civil ServiceThe Changing Structure of the Civil Service: Pay and Promotion SystemChanges in the Civil Service's Recruitment and TrainingCompleting the Puzzle: Towards Next Steps Reform. Working Patterns and Administrative AgenciesThe New Civil Service Working Patterns: the Mueller ReportThe Birth of the Next Steps ReportImplementing the Report and Building the Agencification (1988-1990)Conclusions: from Reducing Waste and Manpower to a Neo-managerial BureaucracyChapter Three. Focus on Policy Implementation, Consumer Service, and Marketisation: Civil Service Reform in the Major Government (1990-1997)Continuity and Implementation: the Executive AgenciesImplementing Next Steps AgenciesThe Citizen's Charter Initiative: Towards Customer Service in Central GovernmentInside the CharterFrom Charter to ChartersThe Citizen's Charter and its Relationship with Government Departments and Next Steps AgenciesThe Results of the CharterCharter Mark and Charterline: a History of One Success and One FailureThe Rise of Marketisation: Market Testing, Contracting Out, and Competing for QualityThe Civil Service: Continuity and Change. The Resilience of TraditionsPreserving Traditional Values: The Role of the Civil ServiceTaking Forward Continuity and ChangeConclusions. The Friction Between Management and Tradition at the End of the Twentieth CenturyChapter Four. 1997-2007: Coordination, Consolidation, and Delivery in Blair's GovernmentNew Labour, the Third Way, and the Consolidation of Public ManagementA New Governmental Style: The Reorganisation of the Central GovernmentSweeping Away the Quango State? Continuity with Mixed ResultsThe Comprehensive Spending Review: Routinising Public Spending Control in the Civil ServicePublic Services for the Future: the Public Service AgreementsModernising Government: A New Focus on Public Services Delivery for the Civil ServiceThe Implementation of Performance Evaluation: Good Practice in Performance ReportingThe New Centre of GovernmentThe Delivery Unit: Creation and AimsThe Rising Importance of Policy-Making Process OrganisationThe Rise of Leadership in the Civil ServiceThree Reviews for Efficiency in the Public Sector in the Twenty-First Century: Gershon, Lyons, and Hampton ReviewsDepartmental Capability Reviews: Enforcing Delivery in the Core ExecutiveThe Freedom of Information Act and the Civil ServiceConclusions: Delivery, Politicisation, Coordination in Blair's EraChapter Five. Management and Tradition in the British Civil Service: Assessing Institutional Development. Issues and ConclusionsThe New Legal Framework of the Civil Service: Preserving the TraditionThe Rise of Special Advisers and Their Process of InstitutionalisationMinisterial Responsibility: Implications Produced by Three Decades of Administrative ReformsPerformance Management: A Permanent Evolution Towards a Government By MeasurementEverything Changes but Constitutional Conventions: Administrative Reforms and Constitutional ConservatismConclusions: The Rise of Managerial BureaucracyBibliography and References
