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First published in 1987 this book considers the practical
implications of increasing public access to official information in
Britain, both from the perspective of increasing Freedom of
Information and reforming Section 2 of the Official Secrets Act. It
draws attention to the practical problems such changes would pose
for both politicians and civil servants working in an adversarial
system of government. It examines the effects of proposed changes
on the conventions which are a fundamental feature of the British
constitution. It also considers the political significance of
reforms, both to demands for increased public participation in
policy-making and to actual policies. Local and international
perspectives on open government are included in order to provide an
informed insight into an important issue of contemporary concern.
First published in 1984, this book examines the style of leadership
amongst senior civil servants and its impact on administrative
reform by investigating the work of Sir Percival Waterfield who was
First Civil Service Commissioner from 1939 to 1951. He was
responsible for setting up the Civil Service Selection Board which
was the key institution in the pioneering new approach to personnel
selection initiated in Britain after the Second World War. It has
been regarded as the model for personnel recruitment in other
contexts and for civil service recruitment in other countries. The
book raises fundamental questions about the criteria for
recruitment and promotion of leading officials in British central
government and offers a rare glimpse of the day to day work of top
civil servants and the administrative culture in which they
operate.
Originally published in 1968, Richard Chapman's pioneering work
illuminates the process of decision making by analysis of a
particular example: the decision to raise the Bank Rate in
September, 1957. The legal responsibility for a decision may be
easy to pinpoint; in this case the Court of Directors of the Bank
of England bear this but six weeks of negotiation separate their
formal statement from the Chancellor of the Exchequer's advice to
the Treasury to consider effecting 'a measure of deflation in the
economy'. These six weeks of consultation between the Bank and the
Treasury proceeding in 'the pattern of a formal dance' are analysed
and a necessary by-product of this case-study is a closer
understanding of how the Treasury and the Bank of England work
together. These details are derived mainly from the evidence, and
deductions from it, presented to the Bank Rate Tribunal and the
Radcliffe Committee on the Working of the Monetary System.
Professor Chapman gives his particular findings about decision
making a wider application still by forming reasoned hypotheses and
informed generalisations about public administration in Britain.
Combining a stimulating blend of academic authority and senior
practitioner experience, this book tackles the principle of
openness to official documentation and information flow. It covers
important areas such as the Hutton Report into the death of Dr
David Kelly, the freedom of speech in democratic societies, the
value of the freedom of information and international comparisons.
The book is a must read for courses on public policy and governance
and information law.
The Civil Service Commision was created in 1855 and became the key
institution in the development of the British civil service. Its
work was primarily the recruitment of civil servants by fair
methods, treating all qualified applicants equally, and using open
competitions wherever practicable. It was held in high esteem not
only in the United Kingdom but also in the many other countries
throughout the world which, in many places, modelled their methods
of public service recruitment on its pioneering work. It continued
until 1991, when most of its work was devolved to over 3,000
government departments and executive agencies. This book describes
the gestation, growth, development and eventual demise of the
Commision and includes a number of in-depth case studies. Using
source material such as official files, many only recently
available for research, together with other records and evidence to
official committees, the book provides a biography of an
institution. It shows how the department was formally organised and
there is a particular focus on how it actually worked on a
day-to-day basis. With three in-depth chapters on the chronological
development of the Commision and seven case studies of themes or
issues that reveal methods of work and influences on its
activities, this book uses file-based research more extensively
than any other history of a British government department. The
Civil Service Commision, 1855-1991 reveals insights into civil
service recruitment and makes a major original contribution to our
understanding of the practice and politics of public
administration.
First published in 1984, this book examines the style of leadership
amongst senior civil servants and its impact on administrative
reform by investigating the work of Sir Percival Waterfield who was
First Civil Service Commissioner from 1939 to 1951. He was
responsible for setting up the Civil Service Selection Board which
was the key institution in the pioneering new approach to personnel
selection initiated in Britain after the Second World War. It has
been regarded as the model for personnel recruitment in other
contexts and for civil service recruitment in other countries. The
book raises fundamental questions about the criteria for
recruitment and promotion of leading officials in British central
government and offers a rare glimpse of the day to day work of top
civil servants and the administrative culture in which they
operate.
Originally published in 1968, Richard Chapman's pioneering work
illuminates the process of decision making by analysis of a
particular example: the decision to raise the Bank Rate in
September, 1957. The legal responsibility for a decision may be
easy to pinpoint; in this case the Court of Directors of the Bank
of England bear this but six weeks of negotiation separate their
formal statement from the Chancellor of the Exchequer's advice to
the Treasury to consider effecting 'a measure of deflation in the
economy'. These six weeks of consultation between the Bank and the
Treasury proceeding in 'the pattern of a formal dance' are analysed
and a necessary by-product of this case-study is a closer
understanding of how the Treasury and the Bank of England work
together. These details are derived mainly from the evidence, and
deductions from it, presented to the Bank Rate Tribunal and the
Radcliffe Committee on the Working of the Monetary System.
Professor Chapman gives his particular findings about decision
making a wider application still by forming reasoned hypotheses and
informed generalisations about public administration in Britain.
First published in 1988, this book is about the application of
moral standards in the course of official work in the British civil
service. It approaches the subject by examining the career of Sir
Edward Bridges, Head of the Civil Service from 1945 to 1956. The
book raises questions, of major importance at the present time,
about methods of work and the standards expected of civil servants.
First published in 1988, this book is about the application of
moral standards in the course of official work in the British civil
service. It approaches the subject by examining the career of Sir
Edward Bridges, Head of the Civil Service from 1945 to 1956. The
book raises questions, of major importance at the present time,
about methods of work and the standards expected of civil servants.
Combining a stimulating blend of academic authority and senior
practitioner experience, this book tackles the principle of
openness to official documentation and information flow. It covers
important areas such as the Hutton Report into the death of Dr
David Kelly, the freedom of speech in democratic societies, the
value of the freedom of information and international comparisons.
The book is a must read for courses on public policy and governance
and information law.
The Civil Service Commission was created in 1855 and became the key
institution in the development of the British civil service. Its
work was primarily the recruitment of civil servants by fair
methods, treating all qualified applicants equally, and using open
competitions wherever practicable. It was held in high esteem not
only in the United Kingdom but also in the many other countries
throughout the world which, in many places, modeled their methods
of public service recruitment on its pioneering work. It continued
until 1991, when most of its work was devolved to over 3,000
government departments and executive agencies.
This book describes the gestation, growth, development and eventual
demise of the Commission and includes a number of in-depth case
studies. Using source material such as official files, many only
recently available for research, together with other records and
evidence to official committees, the book provides a biography of
an institution. It shows how the department was formally organized
and there is a particular focus on how it actually worked on a
day-to-day basis. With three in-depth chapters on the chronological
development of the Commission and seven case studies of themes or
issues that reveal methods of work and influences on its
activities, this book uses file-based research more extensively
than any other history of a British government department.
The Civil Service Commission, 1855-1991 reveals insights into civil
service recruitment and makes a major original contribution to our
understanding of the practice and politics of public
administration.
First published in 1987 this book considers the practical
implications of increasing public access to official information in
Britain, both from the perspective of increasing Freedom of
Information and reforming Section 2 of the Official Secrets Act. It
draws attention to the practical problems such changes would pose
for both politicians and civil servants working in an adversarial
system of government. It examines the effects of proposed changes
on the conventions which are a fundamental feature of the British
constitution. It also considers the political significance of
reforms, both to demands for increased public participation in
policy-making and to actual policies. Local and international
perspectives on open government are included in order to provide an
informed insight into an important issue of contemporary concern.
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