During the last ten years almost every public service has undergone a management revolution. New budgeting, appraisal and performance management techniques have been showered on civil servants, teachers, health service staff and local government officers. This book aims to identify the key features of these changes in a range of public services - from healthcare and education to local government and the civil service and to show how the new form of scientific management which has emerged is, in the author's opinion, flawed. It also appraises recent alternatives to scientific management and covers developments in both the UK and the USA.