Suchergebnisse

"The European Commission" published on by Oxford University Press.

Cover -- Outline Contents -- Detailed Contents -- List of Illustrative Material -- List of Abbreviations -- Preface -- Introduction -- The Purpose and Structure of the Book -- Key Themes -- Main Questions -- Concluding Remarks -- 1 An Overview of the Commission -- Introduction -- The Composition and Structure of the Commission -- The Commission's Multi-Dimensional Nature -- The Functions of the Commission -- Concluding Remarks -- 2 The History of the Commission -- Introduction -- The High Authority of the European Coal and Steel Community, 1952-67 -- The Commission of the European Economic Community, 1958-67 -- The Commission of the European Atomic Energy Community, 1958-67 -- The First Decade of the Merged Commission, 1967-77 -- The Jenkins Commission, 1977-81 -- The Thorn Commission, 1981-85 -- The Delors Commissions, 1985-95 -- The Santer Commission, 1995-99 -- The Prodi Commission, 1999-2004 -- The Barroso Commissions, 2004-14 -- The Juncker Commission 2014- -- Concluding Remarks -- 3 The President -- Introduction -- Appointment -- Powers and Influence -- Different Roles of the President -- Concluding Remarks -- 4 The College -- Introduction -- The Size of the College -- Appointment -- Leaving Office -- Composition -- Collegiality -- The College in Operation -- Commissioners' Portfolios -- Commissioners and their Member States -- Concluding Remarks -- 5 Commissioners' Cabinets -- Introduction -- Size -- Appointment -- Composition -- Movement Between Cabinets and the Services -- Organization -- Functions and Functioning -- Concluding Remarks -- 6 The Services -- Introduction -- The Directorates-General -- The Secretariat-General -- Other Services -- Conflicts Between the Services -- Inter-Service Coordination -- Concluding Remarks -- 7 Personnel -- Introduction -- The Kinnock Reforms -- Size -- The Gender Balance -- Distribution of Staff.

Analyses the impact of the managerial reforms of the European Commission. In 1999 the resignation of the College of Commissioners triggered the implementation of a White Paper which listed 98 measures to overhaul the way the Commission did business. Ten years later what impact have the reforms had on the European Commission and European governance?

This book puts the organizational base of EU policy-making centre stage. It asks three crucial questions about recent administrative reform of the European Commission: why was such a comprehensive reform possible; what are its specific implications for the Commission as an organization; what is the likely impact for the policy process?

European Commission officials are usually thought to prefer more to less supranational authority. A large body of work assumes that they maximize the power of their organization. This study suspends a priori preference attribution and empirically investigates variation in support for supranational authority over five policy areas. The analysis uses Kassim et al.'s survey data from 2008 (N = 1,901). The first finding in this article is that Commission officials do not systematically prefer more supranational decision-making. Following the logic of fiscal federalism, they support changes in EU policy scope to the extent that this would improve public good provision. The second finding, taking a political psychology perspective, is that individual calculations of efficiency are mediated by ideological beliefs. Because issues are complex and information is costly, Commission officials rely on heuristics to assess what the European Union should do. They are biased information-processors. Adapted from the source document.