Published online by Cambridge University Press: 27 January 2009
1 Weber, Max in From Max Weber: Essays in Sociology, in Gerth, H. H. and Mills, C. Wright, trans. (New York: Oxford University, 1958), pp. 90–1.Google Scholar
2 Weber, in Gerth, and Mills, , From Max Weber, p. 232.Google Scholar
3 Chapman, Richard A. and Greenaway, John R., The Dynamics of Administrative Reform (London: Croom Helm, 1980), pp. 40–1.Google Scholar
4 Chapman, and Greenaway, , The Dynamics of Administrative Reform, pp. 44, 59, 62.Google Scholar
5 Chapman, and Greenaway, , The Dynamics of Administrative Reform, p. 106.Google Scholar
6 Wilson, Woodrow, ‘The Study of Administration’, Political Science Quarterly, 16 (1941, reprint), 481–506CrossRefGoogle Scholar; Goodnow, Frank J., Politics and Administration (New York: Macmillan, 1900), pp. 92–3Google Scholar; and Gulick, Luther, ‘Science, Values and Public Administration’Google Scholar, in Gulick, Luther and Urwick, L., Papers in the Science of Administration (New York: Institute of Public Administration, 1937), pp. 1–46, at p. 10.Google Scholar
7 Wilson, , ‘The Study of Administration’, pp. 493–4.Google Scholar
8 Rockman, Bert A., The Leadership Question (New York: Praeger, 1984), pp. 8, 48.Google Scholar
9 Heclo, Hugh, ‘In Search of a Role: America's Higher Civil Service’, in Suleiman, Ezra N., ed., Bureaucrats and Policy Making (London: Holmes and Meier, 1984), pp. 8–34, at p. 11.Google Scholar
10 Heclo, , ‘In Search of a Role’, p. 9.Google Scholar
11 Price, Don, ‘General Dawes and Executive Staff Work’, Public Administration Review, 11 (1951), 167–72, at p. 169CrossRefGoogle Scholar, as cited by Berman, Larry, The Office of Management and Budget (Princeton, NJ: Princeton University Press, 1975), p. 6.Google Scholar
12 Simon, Herbert A., Administrative Behavior (New York: Macmillan, 1957), pp. 57–8.Google Scholar
13 See, for instance, Landau, Martin, ‘The Concept of Decision-Making in the Field of Public Administration’, in Mailick, Sidney and Van Ness, Edward H., eds, Concepts and Issues in Administrative Behavior (Englewood Cliffs, NJ: Prentice-Hall, 1962), pp. 1–28, at p. 10Google Scholar; Holden, Matthew, ‘Imperialism in Bureaucracy’, American Political Science Review, 60 (1966), 943–51, p. 944CrossRefGoogle Scholar; and Kaufman, Herbert, ‘Administrative Decentralization and Political Power’, Public Administration Review, 29 (1969), 3–15, at pp. 4–5.CrossRefGoogle Scholar
14 Chapman, Brian, The Profession of Government (London: Unwin University Books, 1959), p. 275.Google Scholar
15 Christoph, James B., ‘Higher Civil Servants and the Politics of Consensualism in Great Britain’, in Dogan, Mattei, ed., The Mandarins of Western Europe: The Political Roles of Top Civil Servants (New York: Halsted, 1975), pp. 25–62, especially pp. 32–6Google Scholar; Chapman, and Greenaway, , The Dynamics of Administrative Reform, pp. 53, 62.Google Scholar
16 Heclo, Hugh and Wildavsky, Aaron, The Private Government of Public Money: Community and Policy Inside British Politics (Berkeley: University of California Press, 1974), p. 3.Google Scholar
17 Suleiman, Ezra N., ‘From Right to Left: Bureaucracy and Politics in France’Google Scholar, in Suleiman, , ed., Bureaucrats and Policy Making, pp. 107–36, at pp. 108–9, 111Google Scholar; Feigenbaum, Harvey B., The Politics of Public Enterprise: Oil and The French State (Princeton, NJ: Princeton University Press, 1985), pp. 4, 8, 98.CrossRefGoogle Scholar
18 Mayntz, Renate, ‘German Bureaucrats: A Functional Elite Between Politics and Administration’Google Scholar, in Suleiman, , ed., Bureaucrats and Policy Making, pp. 174–205, at pp. 175–6.Google Scholar
19 Mayntz, , ‘German Bureaucrats’, at p. 192.Google Scholar
20 Putnam, Robert D., ‘The Political Attitudes of Senior Civil Servants in Britain, Germany and Italy’Google Scholar, in Dogan, , ed., The Mandarins of Western Europe, pp. 87–128, at p. 90Google Scholar. Cited in Mayntz, , p. 193.Google Scholar
21 Aberbach, Joel D., Putnam, Robert A. and Rockman, Bert A., Bureaucrats and Politicians in Western Democracies (Cambridge, Mass.: Harvard University Press, 1981), pp. 2–20.Google Scholar
22 Campbell, Colin and Szablowski, George J., The Superbureaucrats: Structure and Behavior in Central Agencies (Toronto: Macmillan, 1979), Chap. 1.Google Scholar
23 Campbell, and Szablowski, , The Superbureaucrats, p. 13.Google Scholar
24 Campbell, Colin, Managing the Presidency: Carter, Reagan and the Search for Executive Harmony (Pittsburgh: University of Pittsburgh Press, 1986), pp. 199–201.Google Scholar
25 Campbell, Colin, SJ, ‘The Pitfalls of a Revisionism Too Eager by Half: An Open Letter to Richard Van Loon’, Canadian Public Administration, 28 (1985), 319–29, pp. 321–5.CrossRefGoogle Scholar
26 The Times (15 11 1976)Google Scholar as cited by Chapman, R. A., Leadership in the British Civil Service (London: Crown Helm, 1984), p. 194.Google Scholar
27 Campbell, Colin, Governments Under Stress: Political Executives and Key Bureaucrats in Washington, London and Ottawa (Toronto: University of Toronto Press, 1983), pp. 128–9.Google Scholar
28 Campbell, , Governments Under Stress, p. 57.Google Scholar
29 Campbell, , Governments Under Stress, p. 130.Google Scholar
30 Chapman, , Leadership in the British Civil Service, p. 159.Google Scholar
31 Chapman, Richard A., ‘Administrative Reform and Leadership in the United Kingdom’, in Campbell, Colin, SJ, and Peters, B. Guy, eds, Organizing Governance: Governing Organizations (Pittsburgh: University of Pittsburgh Press, 1988), in press.Google Scholar
32 Granatstein, J. L., A Man of Influence: Norman A. Robertson and Canadian Statecraft, 1929–68 (Ottawa: Deneau, 1981)Google Scholar; and Granatstein, J. L., Ottawa Men: The Civil Service Mandarins, 1935–57 (Toronto: Oxford University Press, 1982).Google Scholar
33 Granatstein, , A Man of Influence, pp. 86, 92, 145, 253, 332.Google Scholar
34 Heeney, A. D. P., ‘Cabinet Government in Canada: Some Recent Developments in the Machinery of the Central Executive’, Canadian Journal of Economics and Political Science, 12 (1946), 282–301, p. 291CrossRefGoogle Scholar; and Granatstein, , Ottawa Men, p. 207.Google Scholar
35 Granatstein, , A Man of Influence, p. 253.Google Scholar
36 Van Loon, Richard, ‘A Revisionist History of Planning Processes in Ottawa?: An Open Letter to Colin Campbell, SJ’, Canadian Public Administrative, 28 (1985), 307–18, p. 311CrossRefGoogle Scholar; and Pitfield, Michael, ‘Remarks in Response to Colin Campbell’, in Plowden, William, ed., Advising the Rulers (Oxford: Basil Black well, 1987), pp. 143–6, at p. 146.Google Scholar
37 Campbell, and Szablowski, , The Superhureaucrats, p. 167.Google Scholar
38 Robertson, Gordon, ‘The Changing Role of the Privy Council Office’, Canadian Public Administration, 14 (1971)CrossRefGoogle Scholar, as reprinted in Krulak, Orest M., Schulz, Richard and Pobihushchy, Sidney I., eds, The Canadian Political Process (Toronto: Holt, Rinehart and Winston, 1973), pp. 449–51.Google Scholar
39 Campbell, Colin, ‘Cabinet Committees in Canada: Pressures and Dysfunctions Stemming from the Representational Imperative’, in Mackie, Thomas T. and Hogwood, Brian W., eds., Unlocking the Cabinet:Cabinet Structures in Comparative Perspective (London: Sage, 1985), pp. 61–85, especially p. 72.Google Scholar
40 Campbell, , Governments Under Stress, pp. 151–2.Google Scholar
41 Campbell, and Szablowski, , The Superbureaucrats, pp. 86–7.Google Scholar
42 Doerr, Audrey D., The Machinery of Government (Toronto: Methuen, 1981), pp. 46, 63Google Scholar; Morgan, Nicole S., Nowhere to Go? (Montreal: Institute for Research in Public Policy, 1981).Google Scholar
43 Borins, Sanford F., ‘Management of the Public Sector in Japan: Are There Lessons to be Learned?’, Canadian Public Administration, 29 (1986), 175–96, p. 194.CrossRefGoogle Scholar
44 The works making the clearest effort to infer a connection between bureaucracy and performance of the Japanese economy are Johnson, Chalmers, MITI and the Japanese Miracle (Stanford, Calif.: Stanford University Press, 1982)Google Scholar; and Pempel, T. J., Policy and Politics in Japan: Creative Conservatism (Philadelphia: Temple University Press, 1982).Google Scholar
45 Pempel, T. J., ‘Organizing for Efficiency: The Higher Civil Service in Japan’Google Scholar, in Suleiman, , ed., Bureaucrats and Policy Making, 72–106, at p. 73.Google Scholar
46 Pempel, , ‘Organizing for Efficiency’, pp. 83–4.Google Scholar
47 Pempel, , ‘Organizing for Efficiency’, pp. 87–8.Google Scholar
48 Pempel, , ‘Organizing for Efficiency’, pp. 102–3.Google Scholar
49 Suleiman, Ezra N., Politics, Power, and Bureaucracy: The Administrative Elite (Princeton, NJ: Princeton University Press, 1974), pp. 222, 226, 231, 233.Google Scholar
50 Suleiman, , Politics, Power and Bureaucracy, pp. 324, 327.Google Scholar
51 Feigenbaum, , The Politics of Public Enterprise, pp. 4, 8, 102.Google Scholar
52 Feigenbaum, , The Politics of Public Enterprise, pp. 92, 100.Google Scholar
53 Feigenbaum, , The Politics of Public Enterprise, pp. 108, 110.Google Scholar
54 Pellew, Jill, The Home Office 1848–1914: From Clerks to Bureaucrats (London: Heinemann, 1982).Google Scholar
55 Christoph, , ‘Higher Civil Servants’, pp. 29, 32–4.Google Scholar
56 Mayntz, , ‘German Federal Bureaucrats’, p. 197.Google Scholar
57 Mayntz, Renate and Scharpf, Fritz, Policy-making in the German Federal Bureaucracy (Amsterdam: Elsevier Verlag, 1975), p. 91.Google Scholar
58 Mayntz, , ‘German Federal Bureaucrats’, p. 198.Google Scholar
59 Aberbach, , Putnam, and Rockman, , Bureaucrats and Politicians in Western Democracies, pp. 94–100Google Scholar; Ripley, Randall B. and Franklin, Grace A., Congress, the Bureaucracy, and Public Policy (Homewood, Ill.: Dorsey, 1980)Google Scholar; Rose, Richard, Managing Presidential Objectives (New York: Free Press, 1976), p. 161Google Scholar; Heclo, Hugh, ‘Issue Networks and the Executive Establishment’, in King, Anthony, ed., The New American Political System (Washington, DC: American Enterprise Institute, 1978), pp. 87–124, at pp. 102–5Google Scholar; and Aberbach, Joel D. and Rockman, Bert A., ‘The Overlapping Worlds of American Federal Executives and Congressmen’, British Journal of Political Science, 7 (1977), 23–47.CrossRefGoogle Scholar
60 Feigenbaum, , The Politics of Public Enterprise, pp. 28, 62, 84, 98, 104.Google Scholar
61 Cassese, Sabino, ‘The Higher Civil Service in Italy’Google Scholar, in Suleiman, , ed., Politics, Power, and Bureaucracy, pp. 35–71, at p. 36.Google Scholar Captured bureaucracies thrive in Latin America, See Sloan, John W., Public Policy in Latin America: A Comparative Survey (Pittsburgh: University of Pittsburgh Press, 1984), pp. 129, 135Google Scholar; and Valenzuela, Arturo, ‘Parties, Politics, and the State in Chile: The Higher Civil Service’Google Scholar, in Suleiman, , ed., Politics, Power, and Bureaucracy, pp. 242–79, esp. pp. 256, 264.Google Scholar
62 Moe, Terry M., ‘The Politicized Presidency’, in Chubb, John and Peterson, Paul, eds, The New Direction in American Politics (Washington, DC: Brookings Institution, 1985), pp. 235–72, at p. 239.Google Scholar
63 Moe, , ‘The Political Presidency’, pp. 245–50, 258.Google Scholar
64 Nathan, Richard P., The Plot that Failed: Nixon and the Administrative Presidency (New York: Wiley, 1975).Google Scholar
65 Nathan, Richard P., The Administrative Presidency (New York: Wiley, 1983)Google Scholar; Newland, Chester A., ‘The Reagan Presidency: Limited Government and Political Administration’, Public Administration Review, 43 (1983), 1–21CrossRefGoogle Scholar; Levine, Charles and Hansen, Michael, ‘The Centralization-Decentralization Tug-of-War in the New Executive Branch’Google Scholar, in Campbell, and Peters, , eds, Organizing GovernanceGoogle Scholar, in press; Campbell, , Managing the Presidency, pp. 182–8.Google Scholar
66 Rockman, , The Leadership Question, pp. 194–7.Google Scholar
67 Campbell, , Managing the Presidency, pp. 5–6, 20–2.Google Scholar
68 Hennessy, Peter, Cabinet (Oxford: Basil Blackwell, 1986), Chap. 3.Google Scholar
69 Top Jobs in Whitehall: Appointments and Promotions in the Senior Civil Service, a report of a Royal Institute of Public Administration Working Group, London, 1987, pp. 41–7.Google Scholar
70 Hennessy, , Cabinet, pp. 109, 111.Google Scholar
71 MrsKeegan, WilliamThatcher's Economic Experiment (Harmondsworth, Midx: Penguin, 1984).Google Scholar
72 See, for instance, Roberts, Paul Craig, The Supply-Side Revolution: An Insider's Account of Policymaking in Washington (Cambridge, Mass.: Harvard University Press, 1984).CrossRefGoogle Scholar
73 Keegan, , Mrs Thatcher's Economic Experiment, pp. 34, 45, 70, 99.Google Scholar
74 MrsKeegan, Thatcher's Economic Experiment, pp. 136, 140–1, 147, 157, 163, 167.Google Scholar
75 MrsKeegan, Thatcher's Economic Experiments, pp. 177, 207.Google Scholar
76 Campbell, and Szablowski, , The Superbureaucrats, p. 8Google Scholar; Van Loon, Richard J., ‘Kaleidoscope in Gray: The Policy Process in Ottawa’ in Wittington, M. and Williams, G., eds, Canadian Politics in the 1980s: Introductory Readings (Toronto: Methuen, 1981), pp. 292–312Google Scholar; Campbell, , Governments Under StressGoogle Scholar, Chap. 4; Aucoin, Peter, ‘Organizing Change in Canadian Machinery of Government: From Rational Management to Brokerage Polities’, Canadian Journal of Political Science, 14 (1986), 3–17.CrossRefGoogle Scholar
77 Campbell, , ‘The Pitfalls’, pp. 324–5.Google Scholar
78 Van Loon, , ‘Kaleidoscope’Google Scholar; and Van Loon, Richard J., ‘The Policy Expenditure Management System in the Federal Government: The First Five Years’, Canadian Journal of Public Administration, 26 (1983), 255–85, p. 256.CrossRefGoogle Scholar
79 Borins, , ‘Management of the Public Sector in Japan’, p. 194Google Scholar; Campbell, , Governments Under Stress, p. 312.Google Scholar
80 Campbell, , Governments Under Stress, pp. 85–6.Google Scholar
81 Campbell, and Szablowski, , The Superbureaucrats.Google Scholar
82 One can catch a glimpse of the internal battles through the sparring between disciples who had sought refuge in academia: French, Richard D., How Ottawa Decides: Planning and Industrial Policy-Making, 1968–80 (Toronto: Lorimer, 1980)Google Scholar; Hartle, Douglas, ‘An Open Letter to Richard Van Loon (with a copy to Richard French)’, Canadian Public Administration, 26 (1983), 84–94CrossRefGoogle Scholar; and French, Richard D., ‘Did Ottawa Plan?: Reflections on My Critics’, Canadian Public Administration, 26 (1983), 100–4.CrossRefGoogle Scholar
83 Campbell, , Governments Under Stress, pp. 154–5Google Scholar; Doern, G. Bruce and Toner, Glen, The Politics of Energy: The Development and Implementation of the NEP (Toronto: Methuen, 1985), pp. 37–8.Google Scholar
84 Doern, and Toner, , The Politics of Energy, pp. 47, 476.Google Scholar
85 Pollitt, Christopher J., ‘The Central Policy Review Staff, 1970–74’, Public Administration, 52 (1975), 375–92CrossRefGoogle Scholar; Campbell, , Governments Under Stress, pp. 63–7Google Scholar; Hennessy, Peter, Morrison, Susan and Townsend, Richard, ‘Routine Punctuated by Orgies: The Central Policy Review Staff, 1970–83’ (Strathclyde Papers on Government and Politics, No. 31, 1985).Google Scholar
86 Hennessy, , Cabinet, p. 112.Google Scholar
87 Weller, Patrick, First Among Equals: Prime Ministers in Westminister Systems (London: Allen & Unwin, 1985), pp. 136–9.Google Scholar
88 Berman, , The Office of Management and Budget, pp. 18–23.Google Scholar
89 Nelson, Anna Kasten, ‘National Security I: Inventing a Process’, in Heclo, Hugh and Salamon, Lester M., eds, The Illusion of Presidential Government (Boulder, Colorado: Westview, 1981), 229–63, especially pp. 235–6Google Scholar; and Destler, I. M., ‘National Security Advice to the President’, in Shull, Steven A. and LeLoup, Lance T., The Presidency in Policy Making (Brunswick, Ohio: King's Court, 1979), pp. 114–36, at p. 118.Google Scholar
90 Greenstein, Fred I., The Hidden-Hand Presidency: Eisenhower as Leader (New York: Basic Books, 1982), p. 127.Google Scholar
91 Campbell, , Managing the Presidency, pp. 105–7.Google Scholar
92 Porter, Roger B., Presidential Decision-Making: The Economic Policy Board (Cambridge: Cambridge University Press, 1980), pp. 73, 78, 84, 99Google Scholar; Campbell, , Managing The Presidency, pp. 144–5.Google Scholar
93 Hess, Stephen, Organizing the Presidency (Washington, DC: Brookings Institution, 1976), pp. 212–16Google Scholar; Porter, , Presidential Decision-Making, pp. 214–21Google Scholar; Salamon, Lester M., ‘The Presidency and Domestic Policy Formulation’Google Scholar, in Heclo, and Salamon, , eds, The Illusion of Presidential Government, pp. 177–202, especially pp. 193, 199.Google Scholar
94 Mayntz, , ‘German Bureaucrats’, p. 196.Google Scholar
95 Heclo, Hugh, A Government of Strangers: Executive Politics in Washington (Washington, DC: The Brookings Institution, 1977), p. 151.Google Scholar
96 Aberbach, Joel D. and Rockman, Bert A., ‘On the Rise, the Transformation, and the Decline of Analysis in Government’ (paper presented at the Conference on American-Canadian Political Economy: The 1980s and Beyond, Virginia Polytechnic Institute and State University, Blacksburg, Virginia. 1986).Google Scholar
97 Heclo, and Wildavsky, , The Private Government of Public MoneyGoogle Scholar, and Plowden, William, ‘The British Central Policy Review Staff’, in Baehr, Peter R. and Wittrock, Bjorn, eds, Policy Analysis and Policy Innovation (Beverly Hills, Calif.: Sage, 1981), pp. 61–91.Google Scholar
98 Cornish, Derek B. and Clarke, Ronald V., ‘Social Science in Government: The Case of the Home Office Research and Planning Unit’, in Bulmer, Martin, ed., Social Science Research and Government: Comparative Essays on Britain and the United States (Cambridge: Cambridge University Press, 1987), pp. 166–96, especially pp. 166, 186–7Google Scholar; Weiss, Carol H., ‘Policy Research in the Context of Diffuse Decision-Making’, Journal of Higher Education, 53 (1982), 619–39.CrossRefGoogle Scholar
99 Olsen, Johan P., Organized Democracy: Political Institutions in a Welfare State: The Case of Norway (Irvington-on-Hudson, NY: Columbia University Press, 1983), p. 19.Google Scholar
100 Olsen, , Organized Democracy, pp. 35, 125.Google Scholar
101 Olsen, , Organized Democracy, pp. 116–17, 123–4.Google Scholar
102 Olsen, Johan P., ‘Administrative Reform and Theories of Organization’Google Scholar, in Campbell, and Peters, , eds. Organizing Governance, in press.Google Scholar
103 Campbell, , Managing the Presidency, pp. 200–1.Google Scholar
104 Heclo, , ‘In Search of a Role: America's Higher Civil Service’, pp. 18–20.Google Scholar
105 Fenno, Richard F., The President's Cabinet: Analysis in the Period from Wilson to Eisenhower (Cambridge, Mass.: Harvard University Press, 1959), p. 142.CrossRefGoogle Scholar
106 Porter, Roger B., ‘The President and Economic Policy: Problems, Patterns and Alternatives’Google Scholar, in Heclo, and Salamon, , eds, The Illusion of Presidential Government, pp. 203–28, especially p. 223Google Scholar; Destler, I. M., ‘National Security II: The Rise of the Assistant (1961–1981)’Google Scholar, in Heclo, and Salamon, , eds, The Illusion of Presidential Government, pp. 263–86, especially p. 279.Google Scholar
107 Destler, , ‘National Security II’, p. 279.Google Scholar
108 Campbell, , Managing the Presidency, pp. 91Google Scholar; Brzezinski, Zbigniew, Power and Principle: Memoirs of the National Security Adviser, 1977–1981 (New York: Farrar, Straus, Giroux, 1983), pp. 74–8.Google Scholar
109 Campbell, , Managing the Presidency, pp. 106–7.Google Scholar
110 It is important to remember that the first – and in many respects the most successful – No. 10 policy unit operated during the last two years of the First World War. See Turner, John, Lloyd George's Secretariat (Cambridge: Cambridge University Press, 1980).CrossRefGoogle Scholar
111 Jones, George, ‘The Prime Minister's Men’, New Society, 19 01 1978, pp. 121–3Google Scholar; Campbell, , Governments Under Stress, pp. 68, 70.Google Scholar
112 Keegan, , Mrs Thatcher's Economic Experiment, pp. 157, 163, 167Google Scholar; Hennessy, , Cabinet, pp. 101–2.Google Scholar
113 Hennessy, , Cabinet, p. 112.Google Scholar
114 Weller, , First Among Equals, pp. 139–41.Google Scholar
115 Campbell, and Szablowski, , The Superbureaucrats, pp. 59–69.Google Scholar
116 Aucoin, , ‘Organizing Change in Canadian Machinery of Government’Google Scholar; Campbell, , ‘Cabinet Committees in Canada’, pp. 77–80.Google Scholar
117 Campbell, , Governments Under Stress, pp. 143–4.Google Scholar
118 Williams, Blair, ‘The Parapolitical Bureaucracy’, in Clarke, Harold D. et al. , eds, Parliament, Policy and Representation (Toronto: Methuen, 1980), pp. 215–29.Google Scholar
119 Re-skilling Government, a report published by the Institute of Directors, London, 05 1986.Google Scholar
120 Mayntz, , ‘German Federal Bureaucrats’, p. 183Google Scholar; Derlien, Hans-Ulrich, ‘Repercussions of Government Change on the Career Civil Service in West Germany: The Cases of 1969 and 1982’, Governance: An International Journal of Policy and Administration, 1 (1988), 50–77.CrossRefGoogle Scholar
121 Mayntz, , ‘German Federal Bureaucrats’, p. 196.Google Scholar
122 Suleiman, , ‘From Right to Left’, p. 131.Google Scholar
123 Suleiman, , ‘From Right to Left’, pp. 118, 129–30.Google Scholar