Richard A. Chapman – författare

Originally published in 1968, Richard Chapman’s pioneering work illuminates the process of decision making by analysis of a particular example: the decision to raise the Bank Rate in September, 1957. The legal responsibility for a decision may be easy to pinpoint; in this case the Court of Directors of the Bank of England bear this but six weeks of negotiation separate their formal statement from the Chancellor of the Exchequer’s advice to the Treasury to consider effecting ‘a measure of deflation in the economy’. These six weeks of consultation between the Bank and the Treasury proceeding in ‘the pattern of a formal dance’ are analysed and a necessary by-product of this case-study is a closer understanding of how the Treasury and the Bank of England work together. These details are derived mainly from the evidence, and deductions from it, presented to the Bank Rate Tribunal and the Radcliffe Committee on the Working of the Monetary System.

Professor Chapman gives his particular findings about decision making a wider application still by forming reasoned hypotheses and informed generalisations about public administration in Britain.

Originally published in 1968, Richard Chapman’s pioneering work illuminates the process of decision making by analysis of a particular example: the decision to raise the Bank Rate in September, 1957. The legal responsibility for a decision may be easy to pinpoint; in this case the Court of Directors of the Bank of England bear this but six weeks of negotiation separate their formal statement from the Chancellor of the Exchequer’s advice to the Treasury to consider effecting ‘a measure of deflation in the economy’. These six weeks of consultation between the Bank and the Treasury proceeding in ‘the pattern of a formal dance’ are analysed and a necessary by-product of this case-study is a closer understanding of how the Treasury and the Bank of England work together. These details are derived mainly from the evidence, and deductions from it, presented to the Bank Rate Tribunal and the Radcliffe Committee on the Working of the Monetary System.

Professor Chapman gives his particular findings about decision making a wider application still by forming reasoned hypotheses and informed generalisations about public administration in Britain.

First published in 1984, this book examines the style of leadership amongst senior civil servants and its impact on administrative reform by investigating the work of Sir Percival Waterfield who was First Civil Service Commissioner from 1939 to 1951. He was responsible for setting up the Civil Service Selection Board which was the key institution in the pioneering new approach to personnel selection initiated in Britain after the Second World War. It has been regarded as the model for personnel recruitment in other contexts and for civil service recruitment in other countries.

The book raises fundamental questions about the criteria for recruitment and promotion of leading officials in British central government and offers a rare glimpse of the day to day work of top civil servants and the administrative culture in which they operate.

First published in 1984, this book examines the style of leadership amongst senior civil servants and its impact on administrative reform by investigating the work of Sir Percival Waterfield who was First Civil Service Commissioner from 1939 to 1951. He was responsible for setting up the Civil Service Selection Board which was the key institution in the pioneering new approach to personnel selection initiated in Britain after the Second World War. It has been regarded as the model for personnel recruitment in other contexts and for civil service recruitment in other countries.

The book raises fundamental questions about the criteria for recruitment and promotion of leading officials in British central government and offers a rare glimpse of the day to day work of top civil servants and the administrative culture in which they operate.

First published in 1987 this book considers the practical implications of increasing public access to official information in Britain, both from the perspective of increasing Freedom of Information and reforming Section 2 of the Official Secrets Act. It draws attention to the practical problems such changes would pose for both politicians and civil servants working in an adversarial system of government. It examines the effects of proposed changes on the conventions which are a fundamental feature of the British constitution. It also considers the political significance of reforms, both to demands for increased public participation in policy-making and to actual policies. Local and international perspectives on open government are included in order to provide an informed insight into an important issue of contemporary concern.

First published in 1987 this book considers the practical implications of increasing public access to official information in Britain, both from the perspective of increasing Freedom of Information and reforming Section 2 of the Official Secrets Act. It draws attention to the practical problems such changes would pose for both politicians and civil servants working in an adversarial system of government. It examines the effects of proposed changes on the conventions which are a fundamental feature of the British constitution. It also considers the political significance of reforms, both to demands for increased public participation in policy-making and to actual policies. Local and international perspectives on open government are included in order to provide an informed insight into an important issue of contemporary concern.