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<p>1</p> | <p>1</p> | ||
<p>In economy<lb/> | <p>In economy<lb/> | ||
Choice of hands<lb/> | Choice of <hi rend="underline">hands</hi><lb/> | ||
& <gap/> the leading<lb/> | & <gap/> the leading<lb/> | ||
consideration. p.1<lb/> | consideration. p.1<lb/> | ||
Line 27: | Line 27: | ||
<p>Inconsistency of<lb/> | <p>Inconsistency of<lb/> | ||
the Act in <add>into</add> giving<lb/> | the Act in <add>into</add> giving<lb/> | ||
the | the Governor an<lb/> | ||
interest great enough.<lb/> | interest great enough.<lb/> | ||
p.3</p>. | p.3</p>. | ||
Line 41: | Line 41: | ||
<p>And under whom<lb/> | <p>And under whom<lb/> | ||
by their divisions<lb/> | by their divisions<lb/> | ||
the business | the business is in<lb/> | ||
continual danger<lb/> | continual danger<lb/> | ||
being at a stand.<lb/> | being at a stand.<lb/> | ||
Line 65: | Line 65: | ||
projected by<lb/> | projected by<lb/> | ||
the Act a total<lb/> | the Act a total<lb/> | ||
stop to it. p.12</p> | |||
<p>9*</p> | <p>9*</p> | ||
Line 76: | Line 76: | ||
<p>10</p> | <p>10</p> | ||
<p>Further divisions<lb/> | <p>Further divisions<lb/> | ||
one set | one set build<lb/> | ||
another | another to manage<lb/> | ||
p.19.</p> | p.19.</p> | ||
Line 88: | Line 88: | ||
<p>12</p> | <p>12</p> | ||
<p>It puts public<lb/> | <p>It puts public<lb/> | ||
management <add> | management <add>concerns</add> in<lb/> | ||
this way <add>point</add> upon a<lb/> | this way <add>point</add> upon a<lb/> | ||
par with private<lb/> | par with private<lb/> | ||
Line 135: | Line 135: | ||
<p>Whatever two<add>his</add><lb/> | <p>Whatever two<add>his</add><lb/> | ||
lives that have<lb/> | lives that have<lb/> | ||
to | to bind them to<lb/> | ||
the duties so<lb/> | the duties so<lb/> | ||
may he p 25<lb/> | may he p 25<lb/> | ||
Line 148: | Line 148: | ||
p.25.*</p><pb/> | p.25.*</p><pb/> | ||
19 | <p>19</p> | ||
Board management | <p>Board management<lb/> | ||
- | - the reasons<lb/> | ||
in favour of it | in favour of it<lb/> | ||
good as far as they | good as far as they<lb/> | ||
go but not conclusive | go but not conclusive<lb/> | ||
as against | as against<lb/> | ||
contract management | contract management<lb/> | ||
p.27. 27* | p.27. 27*</p> | ||
<p>Good again</p> | |||
<p>1. Pec<gap/> in</p> | |||
in | <p>2. Negligence</p> | ||
< | |||
20 | <p>20</p> | ||
<p>Trust management<lb/> | |||
in single hand<lb/> | |||
better than board<lb/> | |||
management. p.29</p> | |||
<p>Defects of the <gap/>able<lb/> | |||
not of<lb/> | |||
the other</p> | |||
<p>20 <hi rend="superscript">(a)</hi></p> | |||
<p>Young</p> | |||
p | |||
<p>21</p> | |||
<p>But still inferior<lb/> | |||
to contract management.<lb/> | |||
p.30</p> | |||
<p>22</p> | |||
<p>Which is the only<lb/> | |||
of | standard by which<lb/> | ||
goodness can be judged<lb/> | |||
p. | of.p.30</p> | ||
<p>23</p> | |||
<p>Further disadvantages<lb/> | |||
of trust management</p> | |||
p.31 | <p>1. Expence of Salary<lb/> | ||
p.31</p> | |||
<p>24</p> | |||
<p>2. Increase of corruptive<lb/> | |||
influence<lb/> | |||
p.31.</p><pb/> | |||
1
In economy
Choice of hands
& the leading
consideration. p.1
Saves regulation
2
The Act adopts
Board management
against its own
principles.p.1
3
In contract management
the
connection between
interest and duty
is at the strongest
p.2*
4
Inconsistency of
the Act in into giving
the Governor an
interest great enough.
p.3
.
5
In giving the power
from him to
the Committee who
vow to have no interest
p.4.
6
And under whom
by their divisions
the business is in
continual danger
being at a stand.
p.6.
7
Besides being liable
to be disturbed
by Justices & Judges
of Assize. p.8.
---page break---
8
How it happens
that under board
management business
goes on at
all. p.11.
9.
Consequences of it
in the very instance
of the very establishment
projected by
the Act a total
stop to it. p.12
9*
DIfferences in this
respect between
Board-management
and private
partnership. p.14
10
Further divisions
one set build
another to manage
p.19.
11
Contract management
is a specific
against peculation
and negligence p.17.
12
It puts public
management concerns in
this way point upon a
par with private
p.18
13
How the gain of
the Contractor becomes
the gain of the public
at the end of the
engagement p.19
---page break---
14
And even at
the commencement
of it to a
great degree. p 20
15
Publication of
accounts - a security
for good
management
beyond what is
to be formed in even
private concerns
p.21
16
Exclusive of economy
in every other
point of view
contract management
has the
advantage of
board management.
p.23
17
The contractor
besides a
to good brokerage
that others have
not
Whatever twohis
lives that have
to bind them to
the duties so
may he p 25
1. Ends. 2. Rules.
3. Motives.
18
Jealousy it
excites, and then
inspection a peculiar
advantage.
p.25.*
---page break---
19
Board management
- the reasons
in favour of it
good as far as they
go but not conclusive
as against
contract management
p.27. 27*
Good again
1. Pec in
2. Negligence
20
Trust management
in single hand
better than board
management. p.29
Defects of the able
not of
the other
20 (a)
Young
21
But still inferior
to contract management.
p.30
22
Which is the only
standard by which
goodness can be judged
of.p.30
23
Further disadvantages
of trust management
1. Expence of Salary
p.31
24
2. Increase of corruptive
influence
p.31.
---page break---
Identifier: | JB/157/041/002"JB/" can not be assigned to a declared number type with value 157. |
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1-27, 27a, 27b, 28-39, 39a |
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157 |
panopticon |
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041 |
contract contents |
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002 |
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marginal summary sheet |
2 |
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recto |
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jeremy bentham |
[[watermarks::l munn [britannia with shield emblem]]] |
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benjamin constant |
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53411 |
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