By Clare Hall
Utilizing unparalleled entry to the major actors contained in the united kingdom workplace of Telecommunications (OFTEL) and assisting interviews, this ebook explores how telecommunications law works from the interior.
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Cruickshank himself came in with new ideas about opening up telecoms markets. Accordingly, after 1993 Oftel sought to use its powers more actively to create competitive conditions, involving greater formality, a greater willingness to test the limits of its statutory authority and a general aspiration to move from being an industry regulator to a competition authority. While Oftel’s environment and policy settings were changing, it changed as an organization under the mercurial and manageriallyconscious Cruickshank.
For instance, one respondent from this group expressed puzzlement about what the ‘expertise’ of those with a civil service background amounted to, particularly for the civil service generalists (‘I don’t know where they are coming from, what they know…’). One senior staff 38 CULTURE AND REGULATION member saw ‘a huge gulf between civil servants and people with experience outside’. Those who came from a specialist background outside the civil service often used the terms ‘arrogant’ and ‘naive’ to describe the civil service culture.
Three related features of the way culture regulated the regulator are explored in this chapter. First, the Oftel population to be regulated kept turning over. Thus the regulating culture had to be like the culture of childhood, insofar as it related to an everchanging group of immigrants and emigrants (it was also a largely oral culture, another feature that it shared with the culture of childhood). Second, there were distinct subcultures and social fault lines within the organization. Those fault lines were associated with different professional specialisms and rival groupings within the Oftel structure, particularly of functional branches and project task forces, each reflecting a different management microculture.
Telecommunications Regulation: Culture, Chaos and Interdependence Inside the Regulatory Process (Routledge Advances in Management and Business Studies, 12) by Clare Hall