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This dissertation analyses how the Government runs governmental agencies. Which management methods can and may the Government apply for the purpose of implementing political decisions through administratively independent agencies? Can political actions be conducted with rational methods? In accordance with Swedish administrative practice, Government and Parliament are to set up comprehensive objectives and establish the principal direction of activities, while the agencies are responsible for the implementation of the political decisions. The subject of the dissertation is primarily results-based reports, and results are analysed and assessed relative to the objects. The purpose of this study is to compare how management should work according to political programs and intensions, and how it actually works in Parliament, the Government and Government Office, and agencies. It is based primarily on a close scrutiny of management in eight agencies and in the Government Office, Government and Parliament. Special attention is devoted to the implementation of results-based management in Swedish administration, and also to relations between politicians and civil servants at various stages of the management process. Considerable differences between objectives and reality are found, and also considerable differences between different agencies and fields of activity. Certain parts of the results-based management model have been over-applied, due to the fact that the Government has set too many and too detailed objectives. Other parts are under-applied, and there are too few examples of systematic follow-ups and assessment of activities. Results-based management contains valuable features, primarily that results awareness is emphasized in agencies, but the Government has taken its management ambitions too far. The consequence is that necessary developments and changes in the activities of the agencies have not been implemented.