member of the Liu family he was continuing its rule of the Han dynasty, albeit in the restricted regions of Shu in the southwest (capital at Chengdu). In the southeast there was formed the third of the Sanguo (Three Kingdoms), as the period from 220 to 280 has come to be described. This was the kingdom of Wu, with its capital at Jianye, under the initial dispensation of Sun Quan.

The administration of the Han empire

One of the main contributions of the Han dynasty to the future of imperial China lay in the development of the civil service and the structure of central and provincial government. The evolutionary changes that subsequently transformed Han polity beyond recognition were not directed at altering the underlying principles of government but at applying them expediently to the changing dynastic, political, social, and economic conditions of later centuries.

The Structure of

Government

The Civil Service

One of the main contributions of the Han dynasty to the future of imperial China lay in the development of the civil service and the structure of central and provincial government. The evolutionary changes that subsequently transformed Han polity beyond recognition were not directed at

altering the underlying principles of government but at applying them expediently to the changing dynastic, political, social, and economic conditions of later centuries. One of the problems faced by Han governments was recruiting able and honest men to staff the civil service of an empire; those individuals eventually became known in the West as mandarins. Although the Chinese writing system had recently been reformed, which facilitated drafting documents, officials still needed considerable training before they attained sufficient competence. Much of the training occurred in local-level bureaus, where aspirants for imperial appointments served the equivalent of apprenticeships. Meritorious young men advanced from clerical positions to head various local bureaus. Having proved themselves in these positions, they were then eligible for recommendation or sponsorship, the standard means by which civil servants were recruited. Officials were invited to present candidates who possessed suitable qualities of intelligence and integrity, usually established in their service in local bureaus, and at certain regular intervals provincial units were ordered to send a quota of men to the capital. At times candidates were required to submit answers on questions of policy or administration. They might then be kept at the palace to act as advisers in attendance, or they might be given appointments in the central government or in the provinces, depending on their success. However, at that time there was no regular system of examination and appointment akin to

what evolved during the Sui and Tang dynasties.

The recruitment system was important for two reasons directly related to the nature and development of Han society. First, the apprenticeship system assured that entry into the imperial bureaucracy was based on administrative merit. Thus, men of little wealth could enter clerical positions and support themselves while preparing for higher-level careers. (This recruitment system differed strikingly from the later examination system that often required years of study in order to master the Confucian Classics and to develop writing skills.) Second, powerful families, increasingly in the Dong Han period, were able to dominate the clerical and other positions in the local bureaus, thereby limiting to those powerful families the candidates for imperial bureaucratic service. Control of local positions in turn strengthened the powerful families by allowing them to manipulate tax and census registers. Such families created the social milieu from which the aristocratic families of the post-Han period were to emerge.

There was a total of 12 grades in the Han civil service, ranging from that of clerk to the most senior minister of state. No division in principle existed between men serving in the central offices or the provincial units. Promotion could be achieved from one grade of the service to the next, and in theory a man could rise from the humblest to the highest post. In theory and partly in practice, the structure of Han government was marked by an

adherence to regular hierarchies of authority, by the division of specialist responsibilities, and by a duplication of certain functions. It was hoped that these measures would keep individual officials from accumulating excessive amounts of power. The uppermost stratum of officials or statesmen comprised the chancellor, the imperial counselor, and, sometimes, the commander in chief. These men acted as the emperor’s highest advisers and retained final control over the activities of government. Responsibility was shared with nine ministers of state, who cared for matters such as religious cults, security of the palace, adjudication in criminal cases, diplomatic dealings with foreign leaders, and the collection and distribution of revenue. Each minister of state was supported by a department staffed by directors and subordinates. There were a few other major agencies, which ranked slightly below the nine ministries and were responsible for specialist tasks. Functions were duplicated so as to check the growth of power. Occasionally, for example, two chancellors were appointed concurrently. Similarly, financial matters were controlled by two permanent ministries: the Department of Agriculture and Revenue and the Privy Treasury.

The foregoing structure of regular organs of government was known as the Outer Court. With the passage of time, it became balanced by the growth of a secondary seat of power known as the Inner Court. This grew up from members of the secretariat and had started as a subordinate agency in the Privy Treasury. The

secretariat officials had acquired direct access to the emperor and could thus circumvent the more formal approaches that protocol required of other officials. The secretariat rose to prominence during the latter part of the 1st century BC and was at times staffed by eunuchs. Its members were sometimes distinguished by receiving privileged titles that conveyed a mark of imperial favour without specific administrative responsibility. The highest of these titles was that of supreme commander, and, when this title was accompanied by the right or the imperial instruction to assume leadership of the secretariat, the powers of the incumbent outweighed those of the highest ministers of the Outer Court. An official thus named could effectively control decisions of state, to the discomfiture of senior officials such as the chancellor. It was in this capacity that Wang Mang and his four predecessors had been able to assert their power without fear of check.

Provincial Government

At the outset of the Han dynasty, vast areas were entrusted as kingdoms to the emperor’s kinsmen, while the central government administered the interior provinces as commanderies. But by about 100 BC the imperial government had deprived the kingdoms of their strength, and most of their lands had been incorporated as commanderies under the central government. Although the kingdoms survived in a much-reduced form until the

end of the period, their administration came to differ less and less from that of the commanderies, which formed the regular provincial units. Each commandery was controlled by two senior officials, the governor and the commandant, who were appointed by the central government. Commanderies could be established at will: by dividing larger into smaller units, by taking over the lands of the kings, or by establishing organs of government in regions only recently penetrated by Chinese officials. Provincial government was not necessarily pervasive throughout the lands where commandery offices existed, but there was a steady advance in provincial government during the Han period. During Gaozu’s reign 16 commanderies existed, but by the end of the Xi Han there were 83 commanderies and 20 kingdoms.

Each of the commanderies consisted of some 10 or 20 prefectures, the size of which corresponded to that of English counties. The prefect’s headquarters were situated in a walled town, from which his administration was extended and his officials were sent to collect taxes, settle disputes, or recruit able-bodied men for service. The prefectures were themselves subdivided into districts. The commanderies included a number of nobilities, the holders of which enjoyed a noble title and income from the taxes collected in them by central government officials. The nobles exercised no administrative, judicial, or other power over their nobilities. The number of nobilities varied considerably, sometimes totaling several

hundred. The system was used as a political instrument for reducing the power of the kings, rewarding military officers and civil officials, and treating surrendered enemy leaders. Special arrangements were instituted for provincial government at the periphery of the empire. Agencies of a specialist nature were set up both there and in the provinces of the interior, with responsibilities for such matters as supervision of the salt and iron industries, manufacture of textiles, fruit growing, and sponsored agriculture, as well as control of passage in and out of the frontier.

From 106 BC the government tried to supervise the work of provincial officials more directly. A total of 13 regional inspectors were appointed, with orders to visit the commanderies and kingdoms of a specified area and to report to the central government on the efficiency of officials, the degree of oppression or corruption, and the state of popular affection or disaffection. Although the arrangement was not yet tantamount to the creation of a limited number (about 20) of large provinces, such as came about from about the 13th century, it may have facilitated the establishment of separatist provincial regimes at times of dynastic decline.

The Armed Forces

The command of the armed forces was also arranged so as to avoid giving excessive powers to a single individual. Officers equivalent to generals were usually appointed in pairs, and, in times of

emergency or when a campaign was being planned with a defined objective, those officers were appointed for a specific task; when their mission was fulfilled, their commands were brought to a close. Beneath that level was a complement of colonels whose duties consisted of smallerscale activities. In addition, the governors and commandants of the commanderies were sometimes ordered to lead forces. The commandants were also responsible for training conscript soldiers and setting them to maintain internal discipline and to man the static lines of defense in the north and northwest.

The Han armies drew their recruits from conscripts, volunteers, and convicts. Conscripts, who formed the majority, were obliged to serve for two years, either under training or on active service. This duty devolved on all able-bodied males other than those who had acquired privileges of rank or those who could pay for substitutes. The latter practice was probably rare. In addition, men were liable for recall to the armed forces in times of emergency. Volunteers were the sons of privileged families and probably served as cavalrymen, and convicts were sometimes drafted to work out their terms of sentence in the army. There is ample evidence to show that Han commanders used to draw on Central Asian tribesmen as recruits, and the tribesmen were particularly valuable as skilled cavalrymen. A number of foreigners also served with distinction as officers. While little is known of the organization of armies on campaign, garrison forces were divided