3.3.2 the powers of the PM & Cabinet to dictate events
& determine policy – case studies.
Margaret Thatcher (1979-90) –
Complex relationship with cabinet.
- Although she had a very clear sense of purpose when she
became PM, she appreciated the importance of thoroughly
discussing issues in cabinet to maintain govt consensus.
- This was necessary as she had to balance her supporters with
those associated with her predecessor (Heath) & more one-
nation elements in party.
- 1981 – allowed extensive cabinet debate about Geoffrey Howe’s
controversial tax-raising budget.
- When Argentina invaded Falklands in 1982 – called emergency
cabinet meeting to debate.
Following her victories over Argentina (1982) & miners (1984-85) –
became increasingly assertive in cabinet. Instead, preferred to make
decisions with a small group of key advisers who shared her political
views. 1986 – during Westland crisis, Michael Heseltine resigned as
her defence sec because his opinion was no longer being listened
to.
1989 – her chancellor Nigel Lawson resigned as he complained that
she was listening to her special econ adviser (Alan Walters) more.
This high-profile resignation significantly undermined her authority.
Unpopularity of poll tax & rising inflation – dramatic decline in her
popularity, reducing loyalty of Conservative Party, who feared defeat
in next GE.
Her increasingly Eurosceptic speeches put her so at odds with most
of her cabinet that her deputy PM Howe resigned, prompting
Heseltine to challenge her for party leadership.
When Heseltine won support of enough tory MPs to take his
leadership challenge further, Thatcher needed support if cabinet to
survive – but she had taken it for granted for so long that they told
her she should resign because she’d lose.
End – although she promised to ‘let her name go forward for the
second ballot’, she was left with no choice but to announce her
resignation on 22 November 1990.
‘I don’t mind how much my ministers talk, so long as they do what I
say’.
& determine policy – case studies.
Margaret Thatcher (1979-90) –
Complex relationship with cabinet.
- Although she had a very clear sense of purpose when she
became PM, she appreciated the importance of thoroughly
discussing issues in cabinet to maintain govt consensus.
- This was necessary as she had to balance her supporters with
those associated with her predecessor (Heath) & more one-
nation elements in party.
- 1981 – allowed extensive cabinet debate about Geoffrey Howe’s
controversial tax-raising budget.
- When Argentina invaded Falklands in 1982 – called emergency
cabinet meeting to debate.
Following her victories over Argentina (1982) & miners (1984-85) –
became increasingly assertive in cabinet. Instead, preferred to make
decisions with a small group of key advisers who shared her political
views. 1986 – during Westland crisis, Michael Heseltine resigned as
her defence sec because his opinion was no longer being listened
to.
1989 – her chancellor Nigel Lawson resigned as he complained that
she was listening to her special econ adviser (Alan Walters) more.
This high-profile resignation significantly undermined her authority.
Unpopularity of poll tax & rising inflation – dramatic decline in her
popularity, reducing loyalty of Conservative Party, who feared defeat
in next GE.
Her increasingly Eurosceptic speeches put her so at odds with most
of her cabinet that her deputy PM Howe resigned, prompting
Heseltine to challenge her for party leadership.
When Heseltine won support of enough tory MPs to take his
leadership challenge further, Thatcher needed support if cabinet to
survive – but she had taken it for granted for so long that they told
her she should resign because she’d lose.
End – although she promised to ‘let her name go forward for the
second ballot’, she was left with no choice but to announce her
resignation on 22 November 1990.
‘I don’t mind how much my ministers talk, so long as they do what I
say’.
