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The British Civil Service has changed dramatically during the 1980s and 1990s. Old hierarchical structures have been broken down thourgh a series of radical reforms. In their place are peripheral agencies concerned with policy-making. IThe British Civil Servicedescribes and assesses these radical reforms in terms of the public choice and public management theories which underpin them. Bureau-maximizing and bureau-shaping models are used to predict the directions we should expect the reforms to take and their likely success. The key central chapter of the book examines the equivocal use of the term "efficiency" used to justify the managerial changes.