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This chapter examines the functions and organization of the European Commission services, arguing that they are a bureaucracy with unique agenda-setting powers at the heart of the European Union polity. It begins with an overview of the origins and evolution of the Commission services, focusing on the influence of Jean Monnet, first President of the High Authority of the European Coal and Steel Community (ECSC), and how the services were shaped by national bureaucratic models as well as international organization models. The chapter proceeds by discussing the Commission services’ powers, structure, and functioning and what the officials think about the role of the institution with respect to agenda-setting, nationality, and EU governance. It argues that while the Commission bureaucracy has become more circumspect of bold political initiatives, neither its capacity nor its will to play a strong policy role in Europe have been significantly weakened.

This chapter explores the central government departments, executive agencies, and other public bureaucracies in operation in the UK today, such as those in local and territorial governments. These bodies help make and implement public policies and run public services. The chapter reviews more general work on bureaucracy and public administration, and sets out the theory of politician–bureaucrat relationships (going back to the principal–agent model), before addressing the classic question of civil service influence over public policy. It then takes account of the diversity of bureaucratic organizations operating in Britain today. The chapter also looks at the evidence of how politicians manage to satisfy their political objectives through delegating authority to these bodies.