ABSTRACT

Public sector bureaucracies have been subjected to harsh criticism. One solution which has been widely adopted over the past two decades has been to 'unbundle government' - that is to break down monolithic departments and ministries into smaller, semi-autonomous 'agencies'. These are often governed by some type of performance contract, are at 'arm's length' or further from their 'parent' ministry or department and are freed from many of the normal rules governing civil service bodies.

This, the first book to survey the 'why' and the 'how' of this epidemic of 'agencification', is essential reading for advanced students and researchers of public management.  It includes case studies from every continent - from Japan to America and from Sweden to Tanzania, these 14 case studies (some covering more than one country) critically examine how such agencies have been set up and managed.

part |2 pages

Part I Setting the scene

chapter 1|19 pages

The Agency idea

Sometimes old, sometimes new, sometimes borrowed, sometimes untrue

part |2 pages

PART II Agencies, quangos and contracts in the heartlands of the New Public Management

chapter 3|22 pages

Adapting the agency concept

Variations within ‘Next Steps’

chapter 5|19 pages

Contracting and accountability

A model of effective contracting drawn from the U.S. experience

chapter 7|25 pages

The agency concept in North America: failure, adaptation and incremental change

Failure, adaptation, and incremental change

part |2 pages

Part III Autonomization in continental Europe and Japan

chapter 8|17 pages

Quangos in Dutch government

chapter 9|19 pages

Lost in translation? Shifting interpretations of the concept of ‘agency’: the Dutch case

Shifting interpretations of the concept of ‘agency’: the Dutch

chapter 10|12 pages

Central agencies in Sweden

A report from Utopia

chapter 11|12 pages

Agencification in Japan

Renaming or revolution?

part |2 pages

Part IV Autonomization in the developing and transitional countries

chapter 12|18 pages

New public management in a developing country

Creating executive agencies in Tanzania

chapter 13|17 pages

Putting new public management to good use

Autonomous public organizations in Thailand

chapter 15|14 pages

Castles built on sand?

Agencies in Latvia

chapter 16|20 pages

A radical departure?

Executive agencies in Jamaica

part |2 pages

Part V Overview

chapter 17|24 pages

Theoretical overview