ABSTRACT
The relations between managers and their customers depend very much on the attitudes of managers. The power to make changes that improve or impair relations is mainly in the hands of managers. With managers and the State it is different. The machinery of State is too big and too powerful for the individual manager to alter. Members of parliament, judges and government officials are more easily influenced by public opinion than by the opinions of a small section of the community. So the relations between managers and the State are more often usefully described in terms of broad governmental policies and less often in terms of individual attitudes. This is particularly true when talking about the more usual dealings with government officials who, in England, move frequently from post to post, and with ease from ministry to ministry.
