Political Power and Corporate Managerialism in Local Government: The Organisation of Executive Functions

Abstract

The history of British local government since the 19th century reveals two opposite organisational tendencies. On the one hand there has been the entrenchment of a decentralised political structure based around the committee system; on the other hand there have been recurrent expressions of concern at the absence of executive unity within councils, and the development of a number of reintegrative corporate initiatives. Sometimes these initiatives have taken a political and sometimes a managerial form; the most prominent managerial expression of the pursuit of corporate cohesion is the post of chief executive, but this post is to varying degrees disabled by the absence of a cohesive political structure in those authorities where politicians actively seek to govern. It is only where politicians are relatively weak, and where local democratic accountability is attenuated and power transferred to the officers, that the post of chief executive can live up to its corporate expectations. The perpetuation of these circumstances reflects in part a reluctance amongst councillors to concentrate local political power in a centralised political executive; a reluctance which, in practice, plays into the hands of those who favour a managerialist future for local governance.