From 1980 to 1990, almost every public service has undergone a management revolution. New budgeting, appraisal and performance measurement techniques have been showered on civil servants, teachers, health service staff and local government officers. In this book, Christopher Pollitt identifies the key features of these changes in a range of public services from healthcare and education to local government and the civil service. He attempts to show how the new form of scientific management which has emerged is critically flawed, appraises recent alternatives to scientific management and covers developments in both the UK and USA.