Reviews
| Date | 01 July 1936 |
| Published date | 01 July 1936 |
| DOI | http://doi.org/10.1111/j.1467-9299.1936.tb02441.x |
Reviews
Studies
in
the Development
of
Edinburgh
No.
I1
Series,
Industries and Occupations: Institute
of
Public Administration,
Edinburgh
and
East
of
Scotland
Regional
Group.
(Wm. Hodge
&
Co.;
Edinburgh
and
London).
THE
Edinburgh
and
East
of
Scotland Group have set an example
which should be copied without delay. They have arranged a con-
nected series of after-luncheon
talks
on Edinburgh. The first series
was on the historical development
of
Edinburgh and was published
some time
ago,
and very interesting it was. The second now
published
is
on the Industries and Occupations
of
the City, com-
prising
six
lectures, by selected men
ot
knowledge, making
an
instructive and informative little volume.
If
each group followed this emple
of
cultivating
“
its
own
garden,” by
a
systematic series of lectures on the historical develop
ment and present conditions
of
different phases
of
life
in their town
or district
or
country, they would perform valuable service to the
local
community in awakening civic interest and spirit and
in
spread-
ing knowledge, while at the same time cultivating interest within the
group and spreading
its
influence.
The splendid example
of
Edinburgh and the East
of
Scotland,
adapted in each place
to
local
needs and opportunities, is strongly
commended therefore to
the
several
groups.
I.
G.
G.
Co-ordination and Planning in
the
Local
Authority
Co.,
London.)
12s.
6d.
By
H.
R.
PAGE,
M.A. (Manchester University Press and
Chas.
Knight
&
WHILE
the chief appeal
of
this
book
is
to
students and others interested
in
local government
it
should also commend itself
to
those who are
interested in the wider subject
of
administration generally. It is the
first
of
the
“
Administration Series
”
of
the University
of
Manchester.
Its author is in the local government service-in the City Treasurer’s
-Department, Manchester. Whether the views expressed by Mr. Page
are generally accepted
or
not,
his
enterprise in undertaking
a
valuable
313
Public
Administration
research into the problems of administration should meet with
a
cordial welcome.
It
is
stated that the
book
examines the existing
arrangements
for
the co-ordination
of
organisation and policy between
the departments
of
a
local authority, and suggests the developments
essential
to
complete success. It advocates
the
need for planned and
co-operative development in local administration in order
that
depart-
mental interests may
be
minimised and that the progress
of
each
authority
as
a
consistent unit
of
administration may be assured.
Mr.
Page may be complimented on
his
choice of
a
subject; it is one
of
the
greatest interest and importance to present-day administration.
It is probable that no one will question the dictum that there
is
“
need
for
planned and co-operative development in
local
adminis-
tration,” but
it
is
to
be hoped that
this
ban be secured without the
elahrate organisation adumbrated
in
this
book. Organisation
on
right lines
is
essential, and no doubt
this
implies attention to detail.
There is
a
danger, however,
in
having too much of a
good
thing; the
machinery might become too cumbrous and complicated. The
mass
of
information brought together in the book
as
to
the practice
in
Manchester and other places is of great value, but it is difficult to see
the
wood
for the trees. Attention should be concentrated on the
essentials
of
right organisation. The problem.
is
akin
to
that which
in
industry
has
come to be known as
‘‘
rationalisation.” Mr. Page
reccqises
this,
but it may be suggested that the organisation
necessary to bring it about should be
on
as
simple
lines
as possible.
Mr. Page has a great deal
to
say, and rightly
so,
on the question
of the re-organisation or re-alignment
of
the committee system.
It
is to be hoped that the old practice of committees reporting in
full
detail
to
the council has gone for ever.
As
is pointed out, councils
of
any magnitude cannot be expected to deal
with
the mass
of
detail
involved in the administration
of
individual functions, and indeed
such
a
method
is
inimical
to
the council co-ordinating its individual
policies.
The
alternative is to
be
found
in
adopting the principle
of
delegation, that is to say delegation by the council
to
its committees.
The arrangements necessary
to
bring about this alternative may vary
in different places, but it wodd seem that to bring about the best
results such arrangements should follow a uniform pattern more
or
less.
The chief requisites are
in
the
main pointed out in
this
book:
a
wide
use
of
the principle
of
delegation which
will
secure on the one hand
that the council
,will
not involve itself too much
in
detail. and on
the
other hand that it will retain a proper measure of control
of
policy and
finance; restriction in the number
of
committees and also
in
the
membership of committees: committees to be formed on the basis
af
grouping
together
cognate subjects
of
administration; proper
delineation
of
the powers and duties of committees under carefully
324
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