Radical reforms of the civil service during the 1980s and 90s have broken up the old unified hierarchical structures. In their place are peripheral agencies concerned with policy implementation and a central core comcerned with policy-making. The radical reforms are described and assessed in terms of the public choice and public management theories which underpin them. Bureau-maximizing and bureau-shaping models are used to predict the directions we should expect the reforms to take and their likely success. The key central chapter of the book examines the equivocal use of the term "efficiency" used to justify the managerial changes. This is the first textbook which critically examines theories of bureaucracy together with an introductory and descriptive account of the civil service today.

chapter 1|6 pages


The civil service and the state

chapter 2|24 pages


Weber and the old model

chapter 3|20 pages


Its meaning and its abuse

chapter 4|26 pages


Evidence of and ending it

chapter 5|28 pages


The new model and the new manager

chapter 6|20 pages


Civil servants in the crossfire

chapter 7|24 pages

European Union

New opportunities

chapter 8|26 pages


Myths and empirical evidence