Public Management for Populists: Trump's Schedule F Executive Order and the Future of the Civil Service

2021 ◽  
Author(s):  
Donald P. Moynihan
Keyword(s):  
Public Management ◽  
Civil Service ◽  
Executive Order ◽  
The Future

scholarly journals The Future of Civil Service Reform

1900 ◽  
Vol 9 (6) ◽  
pp. 246
Author(s):  
Edward Cary
Keyword(s):  
Civil Service ◽  
Civil Service Reform ◽  
The Future

Representative Bureaucracy: An Empirical Analysis

1975 ◽  
Vol 69 (2) ◽  
pp. 526-542 ◽  
Author(s):  
Kenneth John Meier
Keyword(s):  
United States ◽  
Empirical Evidence ◽  
Empirical Analysis ◽  
Civil Service ◽  
Secondary Analysis ◽  
The United States ◽  
Representative Bureaucracy ◽  
Special Services ◽  
The Future

Past theories of representative bureaucracy have four weaknesses: they assume that traditional controls are ineffective without empirical evidence, rely on secondary variables, omit the effects of lifetime socialization, and do not consider the role of individual bureaus. Because of these weaknesses, a representative bureaucracy need not be a responsive bureaucracy. Although restricted by secondary analysis, this paper seeks to eliminate these failings and empirically demonstrate the unrepresentative nature of the United States federal bureaucracy. The representativeness of various grade classifications, special services, and bureaus is also measured; and the United States upper civil service is compared to that of five other nations. After an attempt to measure the values of bureaucrats, the future concerns of the theory of representative bureaucracy are outlined.

The Future of International Administrative Law

1996 ◽  
Vol 45 (4) ◽  
pp. 773-795 ◽  
Author(s):  
C. F. Amerasinghe
Keyword(s):  
Legal System ◽  
Civil Service ◽  
Administrative Law ◽  
International Peace ◽  
International Organisations ◽  
Current Attitude ◽  
The World ◽  
Peace And Security ◽  
The Future

The prospects for international administrative law and the international administrative legal system in the future and particularly in the next century will be determined to a large extent by how much importance the world attaches to international organisations and particularly to the maintenance of an independent international civil service as a means of securing international peace and security, promoting development and fostering international co-operation. Not only must there be a change in the current attitude of certain governments towards international organisations as a means to this end but there must also be a more sanguine approach to the singular importance of an independent civil service in the process. What can be said about the international administrative legal system and international administrative law in the future must be conditioned necessarily to a large extent by assumptions made about what is going to happen in the future to both international organisations and the civil service.

Overcoming the tensions between values: a challenge for French public service managers and their training schools

2015 ◽  
Vol 83 (3) ◽  
pp. 463-480 ◽  
Author(s):  
Fabrice Larat ◽  
Christian Chauvigné
Keyword(s):  
Public Service ◽  
Public Management ◽  
Civil Service ◽  
Critical Distance ◽  
Public Officials ◽  
The Public ◽  
Training Schools ◽  
Supervisory Staff ◽  
Service Managers

While there is universal recognition of their important role in the functioning of administrations and for the motivation of public officials, the values that serve as a reference for the public service are witnessing a change in the way they are understood and implemented in practice, particularly with regard to the new requirements of public management. The analysis developed in this article centres on the interplay between various dimensions relating to the perception and use of the key values of the French civil service and highlights the tensions that prevail despite the apparent preservation of the axiological reference universe of those concerned. It raises the question of the role of schools in the training of values management. It draws on the results of a survey conducted in France by the network of civil service schools (Réseau des écoles de service public; RESP) among managers undergoing training and their teachers and supervisory staff. Points for practitioners The study shows that organizations that are responsible for the initial or continuing training of civil servants offer a breeding ground for the (re)production of public service values. However, for civil service managers to be able to deal with the potential tensions between values (no clear hierarchy, apparent contradictions) it is necessary to develop their capacities for reflective analysis and practical application that will allow a critical distance and promote a contextualized ethical approach.

Administrative elites in the Netherlands from 1980 to 2011: making the invisible visible

2014 ◽  
Vol 80 (4) ◽  
pp. 726-745 ◽  
Author(s):  
Jos Raadschelders ◽  
Frits M. Van der Meer
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Civil Service ◽  
Central Government ◽  
Service Level ◽  
Civil Servants ◽  
The Public ◽  
Management Group ◽  
New Public ◽  
Administrative Elites

The Dutch top civil service level has seldom been described in ‘elitist’ terms; befitting a country with a strong egalitarian social culture. Though formally open to outside recruitment, in practice the (top) civil service in central government is a rather closed system. There is relatively little occupational mobility between these civil servants and political officeholders, and virtually none between the public and the private sectors. However, some initiatives have recently been taken to improve this external mobility. New Public Management has had little impact upon the structure and functioning of the Dutch administrative elites. More important for the positioning and functioning of these civil servants has been the creation of the Senior Executive Service, and, within the SES, the top management group. By creating this career system at the very top of the civil service at the central level, the elite nature of the top civil servants has been reinforced. Points for practitioners The structure and functioning of the Dutch civil service has not been influenced by New Public Management (NPM). The rotation of positions at the top, through the Senior Public Service, is mainly inspired by the effort to decrease the compartmentalization of government departments. What has changed is the environment in which higher civil servants work, with Parliament, media and citizens demanding fast and tangible results.

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