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Look Inside Cutback Management in Public Bureaucracies

Cutback Management in Public Bureaucracies
Popular Theories and Observed Outcomes in Whitehall

$47.99 (C)

  • Date Published: February 2010
  • availability: Available
  • format: Paperback
  • isbn: 9780521130752

$ 47.99 (C)
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  • Bureaucratic cutbacks are in the air all over the world. Many people appear sure that taxes are too high and that there are too many bureaucrats. The British government under Margaret Thatcher is generally seen as having been most successful in this regard, particularly on staff reduction. Between 1976 and 1985 there was a drop of nearly 20 per cent, from three-quarters of a million to fewer than 600,000 civil servants in the United Kingdom central government. How were these cutbacks implemented? Did certain civil servants and policy programmes take the brunt, or was the misery shared equally? Or is the entire thing a cosmetic exercise in numbers manipulation? In addressing these issues, Professor Dunsire and Professor Hood set out existing theories on management cutbacks and then test them against what happened in Britain, thus providing a full-length historical study of what actually happened in a decade of cutbacks in one country.

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    Product details

    • Date Published: February 2010
    • format: Paperback
    • isbn: 9780521130752
    • length: 272 pages
    • dimensions: 229 x 152 x 15 mm
    • weight: 0.4kg
    • availability: Available
  • Table of Contents

    List of figures
    List of tables
    Preface
    1. The cutback management problem
    2. Who is vulnerable? the 64-hypothesis question
    3. Winners and losers I: party and trend explanations
    4. Winners and losers II: the bureaucrat factor
    5. Winners and losers III: programmes and departments
    6. The tactics of shedding staff
    7. The dynamics of cutback management
    8. The consequences of cutbacks
    Appendices
    List of references
    Index.

  • Authors

    Andrew Dunsire

    Christopher Hood

    With

    Meg Huby

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