Play It Again, Sam; It's Still Not Right: Searching for the Right Notes in Administrative Reform

This article examines administrative reform in the comparative context of the United Kingdom, Australia, New Zealand and the United States. A reform continuum is presented, which moves from the nonstrategic incremental reforms of the United States to the comprehensive and fundamental reforms adopted...

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Bibliographic Details
Published in:Public administration review 1997-07, Vol.57 (4), p.325-331
Main Author: Ingraham, Patricia W.
Format: Article
Language:English
Subjects:
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Accountability
Administrative agencies
Administrative Organization
Administrative reform
Asia & the Pacific
Australia
Beliefs
Bureaucracy
Civil service
Comparative analysis
Comparative studies
Democracy
Educational Change
Efficiency
Financial management
Government
Government (Administrative Body)
Government budgets
Government bureaucracy
Government reform
Government services
Governmental reform
Human resources
Ideology
Industrial nations
Initiatives
International organizations
Management
Management Systems
Modern Comparative Administration: Essays in Honor of Dwight Waldo
New Zealand
Performance Contracts
Political leadership
Political reform
Politics
Power
Prime ministers
Principals
Public administration
Public sector organizations
Public Service
Reforms
United Kingdom
United States
Western Europe
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Summary:This article examines administrative reform in the comparative context of the United Kingdom, Australia, New Zealand and the United States. A reform continuum is presented, which moves from the nonstrategic incremental reforms of the United States to the comprehensive and fundamental reforms adopted in New Zealand. The role of politics and political leadership is linked to the various models of reform. More comprehensive and strategic efforts require great initial political leadership and will, but incremental efforts require more continuous political involvement. In the countries examined, using fundamental reform to create a simplified base from which to launch other initiatives appears to be a key component of success.
ISSN:0033-3352
1540-6210
DOI:10.2307/977315