摘要：This article argues that expectations that cutback will produce better management in thepublic sector are unreasonable. The model is of ambiguous worth in the private sector:though vigorously pursued, its benefits there have been dubious. But in the public sec-tor, the likelihood of achieving major managerial improvements through downsizing iseven less, since several of the key assumptions in the private sector do not hold in thepublic sector. One such assumption is that agencies forced to cut back will redefine theircore functions and eliminate marginal and expensive activities. This article shows howthis assumption has actually worked out in a number of case studies. A second assump-tion is that the cuts will be be taken and then the agencies will be able to recover. Thereality for some agencies has been continuing chaos, threats of termination that last foryears, and repeated budget cuts. The case studies include qualitative interviews withagency officials and documentary analysis. The data is taken from a forthcoming booktentatively titled, Balancing the Federal Budget: Eating the Seedcorn or Trimming theHerds
