Administration in a small capitalist state: The Hong Kong experience

Abstract

This article is primarily concerned with the functions of bureaucracy in a minimal state and with how those functions might change in response to economic growth. It is predicated on the assumption that bureaucracy is necessary for economic growth even in those countries which seek to achieve such growth through the relatively free operation of the economy within the rubric of a capitalist state. Hong Kong is a case in point. Although it has often been taken as the epitome of the benefits which can be derived from keeping government out of the economy, the bureaucracy has in fact played a critical role in support of economic development. Aside from the functions which must be performed by any state, such as the maintenance of law and order, the administration of justice, and the provision of public works, three features of Hong Kong bureaucratic practice appear to have been important in the definition of the bureaucracy's tasks in the economic growth process. These are ‘value for money’ and the constant need to justify government expenditure; effective line implementation; and the ability to manage crises. If these constitute minimal essential requirements for such governments, they may provide useful criteria which small or micro‐states, following capital growth models but not yet experiencing rapid economic development, can apply in assessing the capabilities of their own bureaucracies.

Environmental management and street‐level regulators: A cultural trap?

“…Whether this is the type of culture that can enhance effective environmental management is a question that leads to value-laden judgements as to what is right and what is effective. Nonetheless, if it is considered that structures need to be innovative, responding and 'problem-solving' (as proposed by Baker, 1989), it is clear that the organizational culture also needs to be reformed (Scott, 1989). Unless one assumes that structures will automatically reform the culture, there is an obvious need to focus more attention on developing an innovative, responding and problem-solving organizational culture.…”

Coordinating the Government Bureaucracy in Hong Kong: An Institutional Analysis

“…It consisted mainly of the government bureaucracy, which provided basic services such as law and order and basic infrastructure, and a number of statutory bodies that were closely controlled by the bureaucracy. Second, the government was structured upon a Weberian bureaucratic image, with emphasis on policy implementation and routine decision making (Scott 1989). Third, the structure of the bureaucracy was control oriented, and decision-making power was highly centralized (Harris 1978;Miners 1995).…”

Transforming the Administrative State: Reform in Hong Kong and the Future of the Developmental State

“…The policy roles of the administrative elite were institutionalized in a set of changes that followed a 1973 report by management consultants McKinsey and Company. This coincided with an expansionary period in the Hong Kong government's development, including the adoption of an increasing array of social programs (partly a response to serious riots in 1967 [Scott 1989a]). The old colonial secretariat was restructured by the appointment of a new level of secretaries, beneath the chief secretary and the financial secretary, to head the old branches and take charge of policy and administration in the departments.…”