P2 T3: The Prime Minister and the Executive Flashcards
(66 cards)
1
Q
3.1 Define the Executive
A
Branch of govt. that is responsible for the implementation of laws and policies made by Parliament
2
Q
3.1 Define Prime Minister
A
Head of the executive and leader of the largest party
3
Q
3.1 Define Bureaucracy
A
Administrative machinery of govt., means ‘rule by officials’
4
Q
3.1 Describe the structure of the executive
A
Prime Minister -> Cabinet (Head of departments) -> Government ministers -> Civil servants
5
Q
3.1 How has the role of the PM been shaped? Why has this happened?
A
The role of the PM has been shaped by practical circumstances rather than the allocation of formal responsibilities because of the UK’s uncodified constitution
6
Q
3.1 What are the key aspects of the role of PM?
A
- Forming a govt. - power to ‘hire & fire’
- Directing govt. policy - its overall direction
- Managing the cabinet system - chairs cabinet meetings, decides when and how long
- Organising govt. - set up, reorganise, abolish departments
- Controlling parliament
- Providing national leadership - important in times of crisis/war
7
Q
3.1 Define patronage
A
Power to approve & dismiss members of the govt.
8
Q
3.1 Define secondary legislation
A
Powers given to the executive by Parliament to make changes to the law within specific rules
9
Q
3.1 Define cabinet
A
Group of leading ministers which is empowered to make official govt. policy
10
Q
3.1 Define inner cabinet
A
Loose, informal group of policy advisers consulted by the PM outside of the formal cabinet, including senior ministers, officials, and special advisers3.
11
Q
3.1 Define junior ministers
A
Parliamentary Under Secretaries of State of which there will be one in a department and three or four in a larger department
12
Q
3.1 What are special advisers?
A
- Also known as Spads
- Stay in a govt. department as long as the minister they serve does
- Give party political advice & support to their minister in a way that would be inappropriate for civil servants to do
- They are policy experts & media advisers (media ads. aka ‘spin doctors’)
- e.g. Alistair Campbell, Dominic Cummings
13
Q
3.1 What are the factors to take into account when appointing ministers?
A
- Close allies w/ PM, e.g. DC & George Osborne, Blair & Brown
- ‘Big Beasts’ - senior party figures, e.g. May included Philip Hammond & BJ in her cabinet
- Ability - Sunak replaced Sajid Javid as chancellor
- Balance ‘wings’ - Coalition had members from Cons. & LD
- Include rivals - ‘silence’ them w/ collective responsibility
- Socially balanced - DC promoted 2 women in 2011 to try and increase vote share w/ women
14
Q
3.1 Name five prominent members of the cabinet
A
- PM - Keir Starmer
- Deputy PM, SoS for housing, communities, & local govt. - Angela Rayner
- Chancellor of the Exchequer - Rachel Reeves
- Foreign Secretary - David Lammy
- Home Secretary - Yvette Cooper
15
Q
3.1 Who were the ‘big beasts’ of:
- Boris Johnson
- Liz Truss
- Rishi Sunak
A
- BJ: Sunak, Hunt
- Truss: Sunak, Mordant
- Rishi: Steve Baker, Cleverly
16
Q
3.1 How did Theresa May assemble her first cabinet in 2016?
A
She accounted for ‘Big Beasts’ like Philip Hammond, Boris, David Davis, and Jeremy Hunt to ensure collective responsibility and to stop them challenging her from outside the cabinet
17
Q
3.1 What is the theory of cabinet govt. as an answer to the question: ‘Who has power in the Executive?’?
A
Cabinet govt.:
- Emphasises power is collective
- All ministers equal
- Ministers expected to support cabinet policy or resign
- Disagreement only in cabinet room
- No PM can survive w/o cabinet support
- e.g. Thatcher ‘79-‘81 as cabinet had power over her due to weakness
18
Q
3.1 What is the theory of Prime Ministerial Govt. as an answer to the question: ‘Who has power in the Executive?’
A
PM Govt.:
- Post war epoch has seen final transformation of Cabinet to PM Govt.
- PM dominates executive & parliament
- Cabinet is a source of advice & support for PM
19
Q
3.1 What is the theory of Presidentialism as an answer to the question: ‘Who has power in the Executive?’
A
Presidentialism:
- UK PMs are increasingly resembling presidents, e.g. Harold Wilson, Thatcher, Blair
- Overlaps w/ PM govt. theory - PM has power over the cabinet
20
Q
3.1 What is the evidence for growing presidentialism in the UK?
A
- Growth of ‘spatial leadership’ - distancing themselves from party, developing an ideology, e.g. ‘Thatcherism, Blairism’
- Populist outreach - speaking to the nation
- Personalised election campaigns - mass media portrays campaigns as battles between PM & LotO
- Increased use of special advisers rather than cabinet, ministers, or civil service
21
Q
3.1 Define Cabinet Office
A
Supports the PM and ensures effective running of govt. - various units take lead in certain critical policy areas & coordinate the delivery of govt. policy
22
Q
3.1 Define sofa government
A
Informal decision-making style within govt, e.g. sitting on a sofa and discussing - used to describe Blair’s govt.
23
Q
3.1 Define presidentialism
A
Tendency for political leaders to increasingly act like executive presidents through the rise of personalised leadership
24
Q
3.1 KTD: How important is the cabinet? Give the arguments FOR
A
FOR:
- Cabinet still gives authority to policy - must be brought forward & approved
- Cabinet still makes key decisions, e.g. Cabinet members decided to hold a snap election in 2017
- Cabinet ministers are powerful in their own right - ‘Big Beasts’ whose sacking can erode PM’s authority, e.g. Brown under Blair
- PMs only as powerful as their cabinet allows - can be overruled/removed, e.g. Thatcher, Blair, May
- PMs careful about reshuffling - lead to disharmony, e.g. May - Hunt refused to accept offer to move from Health
- Involved with management of emergencies, COBRA, e.g. 7/7 attacks
25
3.1 KTD: How important is the cabinet? Give the arguments AGAINST
- Meets for less time than ever - merely a 'rubber stamp' - Spads give PMs more advice so less reliant on Cabinet
- PM may manipulate outcome of policy decisions through bilateral meetings & bypass Cabinet - PM domination has marginalised Cabinet
- PMs control workings of Cabinet - shape agenda, chair meetings, doctrine of collective responsibility - PM can silence dissenters
- PM w/ a united Cabinet is extremely powerful
- PM has significant patronage powers - appoints, promotes, etc. - promotes loyalty
- PMs use smaller groups of Cabinet ministers
26
3.3.2 Describe key features of John Major's time as PM
- Took over from Thatcher as PM in Nov. 1990
- Less than four years in cabinet before this (more than half as chief secretary to the treasury which is a low profile job normally)
- Calm & stability, less divisive than Thatcher
27
3.3.2 During Major's time as PM, what are some events and policy and how was he viewed for them?
+ves:
- Acted decisively to replace poll tax w/ council tax, speed of this helped re-election in '92
- Handled 1st Gulf War '91, worked w/ G H W Bush to expel Hussein from Kuwait - united British public opinion
- Progress towards NI deal (Dec. '93 Downing St. Declaration established trust)
+ves/-ves:
- Cabinet management was more inclusive - lack of ideological commitments was attractive. This strength became weakness as things went wrong
-ves:
- Econ. policy - Oct. '90 persuaded Thatcher to join European Exchange Rate Mechanism, Blair & Brown distancing Lab. from trad. 'tax & spend'
- Conflict over EU in 2nd term, core of Eurosceptic backbenchers - spectacle of disunity
- Major & his team devoted too much time to party management w/ a disappearing majority & divided party
28
3.3.2 Describe key features of Tony Blair's time as PM
- Strong contrast to opposition Major
- Insistence on unity & discipline w/ media awareness
- Remodelling of Lab. as attractive, modern, and centrist
- Decisive victory in '97, again in '01, lost 100 seats in '05 but still won by 66 maj.
29
3.3.2 During Blair's time as PM, what are some events and policy and how was he viewed for them?
+ves:
- Most hereditary peers removed (elected 2nd chamber not put in), devolution for S&W w/ rep. bodies & prop. systems, avoided ref. for electoral reform (preferred to retain a model of delivered Lab. wins)
- Peace deal in NI (1998) - skills as a negotiator
- Public service reform - improve education & health services, e.g. creating city academies, increased school funding, 'sure start centres' for families w/ kids
- Wanted to reduce rich/poor gap
+ves/-ves:
- Tackled problems in a 'joined up' manner, individual cabinet ministers had less autonomy & worked towards a central agenda
- Blair's press secretary, Alastair Campbell, made Strategic Comms. Unit to respond to news 24hrs
-ves:
- Chancellor, Brown, given Blair a clean run at leadership in exchange for the position - Brown believed Blair would eventually step down - relations broke down after start of 3rd term, e.g. Brown denied Blair's wish to join European single currency
- Post-9/11 - supported 'War on Terror', joined US invasion of Iraq in '03, claimed Hussein had weapons of mass destruction, criticised for relying on US intelligence, war impacted Blair's overall legacy
30
3.1 Define royal prerogative
A set of powers and privileges belonging to the monarch but normally exercised by the PM/Cabinet, such as granting of honours or legal pardons
31
3.1 What do royal prerogative powers allow PMs to do?
- Appoint ministers & other senior figures
- Dissolve & recall parliament (reduced by fixed-term parliaments)
- Sign treaties
- Grant honours
- Declare war & command the armed forces
- Annex and yield territory
- Control the workings of the civil service
32
3.1 KTD: Are PMs still as powerful as they once were? Give the four categories you could consider for this debate
- Patronage and other prerogative powers
- Ability to manage their cabinet
- Leadership over the party
- Institutional support
33
3.1 KTD: Are PMs still as powerful as they once were? Give the arguments FOR & AGAINST for the category: 'patronage and other prerogative powers'.
FOR:
- PM can ensure the appointment & promotion of loyal supporters who share their ideological preferences. Rivals & critics can be kept out of govt.
- The fact that the PM controls their political careers means that ministers & backbenchers remain loyal - Thatcher consolidated her position in 1983 by transforming her cabinet from 'wets' (One Nation) to 'dries' (Thatcherites)
AGAINST:
- Power of patronage has limits however as, in hiring & firing, PM has to make sure:
1. Ideological balance for party unity
2. Top talent is selected for success
3. A social balance with a representation of women, minorities, & LGBTQ+ members
4. 'Big Beasts' are present for collective responsibility
34
3.1 KTD: Are PMs still as powerful as they once were? Give the arguments FOR & AGAINST for the category: 'ability to manage their cabinet'.
FOR:
- PMs have considerable scope for managing & controlling the cabinet - chair & control cabinet meetings, e.g. Coalition most decisions made by quad: DC, Osborne, Clegg, Danny Alexander
AGAINST:
- However, the PM's ability to manage the cabinet is limited - PM must be popular to have the cabinet's support, resignations can damage PM's support, e.g. coalition cabinet had meetings every Tues. for up to 2 hours
35
3.1 KTD: Are PMs still as powerful as they once were? Give the arguments FOR & AGAINST for the category: 'leadership over the party'.
FOR:
- Party leadership underpins all aspects of the PM's power. Sets them apart from other ministers - large majorities -> large power (e.g. Blair '97-'05), PM & ministers vote (head start as guaranteed votes)
AGAINST:
- Benefits that come from party leadership are limited:
1. The PM must deliver electoral success - party loyalty can disappear if bad
2. PMs w/ a small maj. are limited b/c of backbench rebellions, e.g. DC's tiny 2015 maj. meant he lost Sunday trading vote in 2016 because some against it
3. HoC can remove a govt. w/ a vote of no confidence, e.g. Callaghan in 1979
36
3.1 KTD: Are PMs still as powerful as they once were? Give the arguments FOR & AGAINST for the category 'institutional support'.
FOR:
- PM's power has grown due to bodies & advisers - they now have PM's office including Policy Unit & Cabinet Office, Civil Servants staff Downing St. w/ additional Spads
AGAINST:
- Benefit of institutional support is limited:
1. Compared to other world leaders it is small
2. Weaknesses of inst. support have been evident w/ Spads, e.g. Alastair Campbell became a liability to Blair when he resigned over the search for Weapons of Mass Destruction
37
3.1 How is there a synoptic link between the 'PM & the Executive' topic and the 'Liberalism' topic?
At the heart of a PM's power over their party is a fusion of power between the legislature and the executive. This goes against the liberal idea of a separation of powers.
38
3.1 Define Prime Minister's Office
Collection of senior officials and political advisers (over 100) who advise the PM about policy and its implementation, communications, and party management
39
3.1 Define 'Elastic Band Theory'
In a 1965 article titled 'The Prime Minister's Power', George Jones argued that the PM's power was based upon several variables & limitations. He concluded the PM's power has always been reliant on a variety of factors.
40
3.1 Define 'spin'
The biased or distorted presentation of information so as to gain a desired response; being 'economical with the truth'
41
3.1 What are the seven variable factors that Elastic Band Theory claims affects a PM's power?
1. Personality of the PM
2. What will the cabinet put up with?
3. What will the party put up with?
4. How big is the majority?
5. How popular is the PM?
6. Who has the support of the media?
7. The pressure of events
(Extra: How strong is the opposition?)
42
3.1 How does personality and style affect a PM's power? (1st factor of Elastic Band Theory)
Style:
- Laissez-faire leaders: Reluctant to interfere, 'hands off' approach, e.g. DC
- Transactional leaders: Uphold collective govt. by balancing rivals & interests, e.g. Major
- Transformational leaders: Inspire with strong ideologies, e.g. Thatcher, Blair
Personality:
Introverted PMs like Brown & May will lead in a different way to extroverted personality types like Johnson. PMs w/ charisma & flair, like Thatcher or Blair, may be more effective persuaders than more steady types like Major.
43
3.1 How does the cabinet affect a PM's power? (2nd factor of Elastic Band Theory)
- If a PM is 'too powerful' it's b/c the cabinet has allowed it
- 'Wets' in '81-'82 Thatcher cabinet were never united so couldn't challenge her
- Ministers accepted Blair's presidential style, however reluctant after losing popularity '01-'05
44
3.1 How does a party affect a PM's power? (3rd factor of Elastic Band Theory)
- Parties look to leaders to ensure electoral success
- Fall of Thatcher - lost support of party when she lost leadership election due to poll tax/divisions over Europe
- Party lost faith in BJ over handling of Covid and constant U-turns
45
3.1 How does size of majority affect a PM's power? (4th factor of Elastic Band Theory)
- Larger maj., stronger PM
- Thatcher had a maj. over 100 (50 backbenchers would have to rebel)
- Major's maj. was only 21 at highest which caused issues
- BJ's 80 seat maj. gave him freedom - managed to pass EU Withdrawal Agreement by over 100
46
3.1 How does popularity affect a PM's power? (5th factor of Elastic Band Theory)
- Public's opinion of the PM underpins all other constraints, when popularity dips the chances of re-election drop - life more difficult
- Thatcher's late '80s vulnerability came with declining poll ratings & increased support for Lab.
- DC never hugely popular/unpopular until decision for ref., like Blair his premiership was blighted by a decision towards the end
- BJ popular when he won many seats in Lab. heartlands, not during Covid
47
3.1 How does the media affect a PM's power? (6th factor of Elastic Band Theory)
- Expansion of broadcast & new media has changed power relationships within the executive
- Media's personality/image obsession focuses on leaders, e.g. Blair used media to advantage
- Major's rep. damaged by '92 Exchange Rate Mechanism, also presented as grey & boring by media
- Blair appointed Alastair Campbell for an emphasis on spin & media management
- May not a skilled media performer - didn't help when naughtiest thing she did was 'running through a field of wheat'
48
3.1 How does the pressure of events affect a PM's power? (7th factor of Elastic Band Theory)
- PMs may have little power over what they can do when events happen, e.g. Covid, War
- Thatcher initiated Falklands War & benefitted from victory, poll tax & Europe divisions ended her premiership
- Major unfortunate over 'Black Wednesday' in '92 when currency speculation forced UK to leave ERM - damaged economic competence rep.
- Blair - Iraq
- BJ - Covid
49
3.1 What is a quote that describes the effect events can have on the power of a PM?
When asked about what scared him the most about being PM, Harold Macmillan (PM '57-'63) said 'Events, dear boy, events'. This shows the little power PMs have over what happens.
50
3.1 What is the synoptic link between elastic band theory and electoral systems?
Size of majority (4th factor of elastic band theory) a PM has relates to FPTP due to the 'winner's bonus' which often creates an large majority for the winning party
51
3.1 KTD: Are PMs still as powerful as they once were? Give the arguments FOR
FOR:
- PMs have hugely significant power of patronage - PMs w/ large majs. can exercise this more, e.g. Thatcher & Blair appointed anyone they wanted to cabinet
- PMs can control their cabinet - charismatic PMs can dominate cabinet to get what they want
- PMs party is naturally loyal to their leader- almost all PMs began as backbenchers
- PM's institutional support can give sig. power - e.g. good 'spin doctors' can ensure media support
52
3.1 KTD: Are PMs still as powerful as they once were? Give the arguments AGAINST
AGAINST:
- PMs must be careful to consider many factors when appointing the cabinet - weaker PMs must balance their cabinets
- They must ensure they maintain cabinet support - even strong PMs eventually lost it (e.g. Thatcher, Blair)
- Loyalty is dependent on possibility of electoral success - if PMs respond poorly to events/have a good leader of the opposition then they lose support
- PM's institutional support is less than other world leaders, overzealous 'spin doctors' may become the focus & damage the PM
53
3.2 Define Individual Ministerial Responsibility (IMR)
The principle by which ministers are responsible for their personal conduct & for their departments.
54
3.2 Give the two main features of Individual Ministerial Responsibility (IMR)
- Ministers are responsible for and accountable to Parliament for the policies & actions of their departments - obligation to inform & explain, resign when policy fails, in theory take responsibility for junior ministers & civil servants but now only resign over personal blunders
- Civil servants are responsible to their ministers - civil servants should be loyal to their minister no matter the party, any ethical concerns from them are reported to the cabinet secretary
55
3.2 Define Cabinet Secretary
Most senior civil service adviser to the PM & cabinet. Often acts as one of the PM's senior advisers on the working of govt. & major policy decisions.
56
3.2 What are the two strands of Individual Ministerial Responsibility (IMR)?
1. Legal Responsibility
2. Political Responsibility
57
3.2 Describe the 'legal responsibility' strand of Individual Ministerial Responsibility (IMR)
Ministers are responsible for all that goes on in their department and may be required to resign over it. More prevalent traditionally but now ministers often pass the blame to someone else.
e.g.
- 1982 - Defence Sec. Lord Carrington resigned due to Falklands invasion as he felt it was a matter of honour despite protestations from Thatcher
- 2020 - Gavin Williamson passed blame for exam fiasco to Ofqual rather than resigning & accepting responsibility
58
3.2 Describe the 'political responsibility' strand of Individual Ministerial Responsibility (IMR)
Ministers are responsible for their own personal conduct. They may resign over issues not necessarily related to their performance as head of a dep.
e.g.
- 2017, Damian Green resigned when he lied about presence of pornographic images on his office computer
- 2019, Sec. of State for Wales Alun Cairns resigned following claims he knew about a former aide's role in the 'sabotage' of a rape trial
59
3.2 Define Collective Ministerial Responsibility (CMR)
The principle by which ministers must support cabinet decisions or leave the executive
60
3.2 Define payroll vote
Used to describe MPs who hold govt. positions which they would have to resign from in order to oppose the govt.
61
3.2 Why is Collective Ministerial Responsibility (CMR) important?
- Ensures govt. is collectively responsible to parl. w/ a united front of ministers
- Discussions inside cabinet remain private & conflicts remain confidential. Any member who cannot accept this is expected to resign
- Can underpin PM power by silencing critics within the govt.
- Creates a payroll vote within parl. & ensures rebels can be silenced
62
3.2 Give some examples of ministers resigning when they disagree with the govt.
- Robin Cook & Clare Short resigned from Blair's cabinet due to disagreements over Iraq invasion
- 2018-19, May faced 26 resignations - most in a time as PM since 1979, included SoS for education, Brexit (twice), foreign, and Work & Pensions
- 2020, Sajid Javid resigned as chancellor b/c he refused to dismiss advisers during cabinet reshuffle
63
3.2 When can Collective Ministerial Responsibility (CMR) come under strain?
When ministers disagree but don't resign. It can be set aside which shows it is a rule enforced by PMs when it suits them & discarded when not.
64
3.2 Give some examples of when Collective Ministerial Responsibility (CMR) has come under strain
- Blair years - 'Blairites' & 'Brownites', often public arguments but no evidence of resignations/sackings
- 2016 ref. - DC suspended CMR allowing ministers to campaign for either side
- 2018-19 - Ministers disagreed but didn't resign which weakened May's govt., her cabinet openly discussed alts. to her EU deal & voted against it, she was too weak to sack them and they knew it
65
3.2 KTD: Are the conventions of ministerial responsibility still important? Give the arguments FOR
FOR:
- CMR is a key element of govt. unity & still holds the cabinet to account. Ministers resign/get sacked if they can't support govt. policy - under May, Davis & BJ resigned as they couldn't support Chequers agreement, under BJ, Amber Rudd resigned for being 'unable to stand when loyal MPs were purged' & no-deal Brexit
- CMR is a flexible convention & can be temporarily suspended when issues transcend party politics - 1975 Lab. ministers allowed to disagree during EC ref. campaign, 2016 ref. DC suspended CMR, allowing ministers to campaign for both sides
- IMR ensures ministers are fully focused on work & the actions of their dep. Also ensures good behaviour - Damian Green '17, Alun Cairns '19
- Ministers take responsibility by being answerable & accountable for their department. Only resign when personally to blame - '24 Transport sec. Louise Haigh resigned over an issue over not declaring when she found an item she had claimed to have lost in a 2013 mugging
66
3.2 KTD: Are the conventions of ministerial responsibility still important? Give the arguments AGAINST
AGAINST:
- CMR has come under strain when ministers have disagreed but not resigned - 2018-19 May when Chancellor Hammond & Brexit sec. Davis openly challenged one another over free movement but neither resigned
- The fact that CMR can be, and has been, set aside shows it is a rule enforced by PMs when necessary & discarded when not - 1975 Lab. party & 2016 DC ref. show the PM could not make the cabinet support them
- IMR & CMR are conventions & not legally binding and are now more about personal failings than professional ones - Vince Cable not sacked in 2010 (as business sec.) despite 'declaring war' on Rupert Murdoch to undercover reporters over RM's bid to take full control of BskyB
- IMR is clear but ministers often shift blame to prevent bad publicity - media tends to decide resignations, not the convention - 2020 Gavin Williamson, 2020 Matt Hancock avoided resigning as health sec. by blaming (and abolishing) Public Health England arguing ministers were dissatisfied w/ its handling of Covid
