By Robert Pyper, Lynton Robins
Informative, obtainable and thought-provoking, this tightly-edited choice of particularly commissioned chapters presents an authoritative review of the governing associations of united kingdom executive and the problems and demanding situations they face within the final years of the century. The participants specialise in their altering roles and duties and the necessity to reply to either inner and exterior pressures for swap securing continuity and balance. a fantastic primer for undergraduate and a degree scholars.
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Additional resources for Governing the UK in the 1990s
Example text
The problem for ministers would be finding the time, and the danger, from the point of view of the efficiency of decision-making, is that matters might be reopened at a Martin Burch 39 relatively late stage in their development. Far better, perhaps, to ensure that ministers are fully informed about decisions reached elsewhere, and to hold special, general strategy and monitoring sessions of Cabinet. The problem of time might be overcome by once again experimenting with a smaller Cabinet. This was originally tried by Churchill in 1951 when he created a number of 'overlord' ministers.
An initial step might be to enhance the system of personal advisers and to insist that their primary function would be to consider and advise on those aspects of Cabinet and committee papers which fall outside ministers' departmental briefs. More radically, a system of ministerial Cabinets might be introduced, modelled on the practice in France. The danger in either of these reforms is that they might enhance rather than ameliorate departmentalism. Third, the Cabinet could meet more often, and all matters going through the system and concluded in committee could be brought before it.
5). Consequently there may be an argument for openly acknowledging that in an age of mass politics, the position of Prime Ministers is unavoidably enhanced, and that this requires to be recognised in the prescribed distribution of powers and resources, if for no other reason than to ensure that their activities are more effectively subject to oversight and control. The third reform alternative is to attempt to combine elements of both the collective and singular executive by standardising existing arrangements and enhancing the advisory staff available to Cabinet ministers and the Prime Minister alike : perhaps by taking up some of the proposals mentioned above.