From Bureaucracy to Public Management

O.P. Dwivedi is University Professor Emeritus at the University of Guelph. He was bestowed with the Order of Canada in 2005, Canada's highest civilian honour, and has published widely on bureaucratic management as well as the environment, including co-editing Administrative Culture in a Global Context (de Sitter, 2005) and Sustainable Development in Canada: National and International Perspectives (Broadview Press, 2001). James Iain Gow is Professor of Political Science at the University of Montreal. He is the author of many articles and books including Histoire de l'administration publique quebecoise 1867-1970 (Montreal, Les Presses de l'Universite de Montreal and Institute of Public Administration of Canada, 1986) and Learning From Others: Administrative Innovations Among Canadian Governments (Canadian Centre for Management Development and the Institute of Public Administration of Canada, 1994).

• List of Tables Preface 1. Introduction: Administrative Culture and Values 1. Culture as Manifest in Organizations Culture in the Anthropological Sense Organizational Culture and Corporate Culture Administrative Culture 2. The Place of Values The Place of Values in Public Administration 3. How to Study Values in Public Administration Two Typologies of Values in Public Administration The Bases for determining Fundamental Values: the Deontological Approach and the Teleological Approach The Context of Ethical Behavior 4. Conclusion 2. The Sources of Administrative Culture in Canada 1. The Physical Environment 2. Social Values 3. Economic Culture 4. Political Culture 5. Internal Causes: Workplace Sources of Administrative Influence 6. Foreign Sources of Influence 7. Conclusion 3. The Foundations of Canada's Administrative Culture 1. Constitutional Conventions and Canadian Public Administration The Rule of Law Responsible Government and Ministerial Responsibility 2. Classic Regime Values of the Canadian Administration Merit Concept of Political Neutrality Civil Service Anonymity and Secrecy Public Service Accountability Employees' Associations and Collective Bargaining 3. Guardian Institutions 4. Conclusion 4. The Administrative State in Canada: The Whitehall Model Under Stress 1. The Advent of the Administrative State 2. The Administrative State in Canada 3. Administrative Discretion, the Rule of Law, and Administrative Accountability Judicial Control of Administrative Discretion Legislative Surveillance of Administrative Discretion Political Accountability Problems of Deficits and Cost Control 4. Politicization of the Administration: From Above, From Below, and From Without Politicization from Above Politicization from Below: Collective Bargaining Politicization from Without: Representative Bureaucracy 5. Canadian Administrative Culture as Revealed by the Growth of and Response to the Administrative State Elite Values Other Employees 6. Conclusion 5. The New Public Management Movement Comes to Canada 1. Genesis and Lineage of the New Public Management 2. New Public Management Movement Comes to Canada The Glassco Report PPBS Programme Evaluation and Comprehensive Auditing Creation of a Management Culture: The Management Category and COSO Operational Decentralization: IMAA and SOA's Canadian Centre for Management Development 3. PS 2000: Apotheosis of the Canadian Public Management Movement 4. Restructuring and Programme Review 5. Canadian Administrative Culture in the Wake of New Public Management Reforms 6. Canadian Administrative Culture Between Past and Present 1. The Findings of Our Study 2. A Deontological Appraisal of the New Public Management 3. A Teleological Approach: Between the Desirable and the Desired Need for Budget Restraint Reducing Bureaucracy Accent on Results Service to the Public Decentralization and Devolution Contracting Out Performance Pay Accountability 4. Lessons Drawn from This Study 5. Conclusion Index