Christopher Hood and Martin Lodge
- Published in print:
- 2006
- Published Online:
- September 2006
- ISBN:
- 9780199269679
- eISBN:
- 9780191604096
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/019926967X.003.0009
- Subject:
- Political Science, Comparative Politics
This chapter uses the public service bargain perspective to analyze the contemporary theme of managerialism and demands for changing controls over public services. It shows what managerialism means ...
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This chapter uses the public service bargain perspective to analyze the contemporary theme of managerialism and demands for changing controls over public services. It shows what managerialism means for public service bargains and points to the demanding conditions of such a bargain, given the incentives to cheat that affect the various parties to this type of bargain. Given its vulnerability to cheating, the managerialist type of bargain seems likely to emerge and ‘stick’ only in some traditions and cultures.Less
This chapter uses the public service bargain perspective to analyze the contemporary theme of managerialism and demands for changing controls over public services. It shows what managerialism means for public service bargains and points to the demanding conditions of such a bargain, given the incentives to cheat that affect the various parties to this type of bargain. Given its vulnerability to cheating, the managerialist type of bargain seems likely to emerge and ‘stick’ only in some traditions and cultures.
Stephen Bainbridge
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780195337501
- eISBN:
- 9780199868643
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195337501.001.0001
- Subject:
- Law, Company and Commercial Law
Forty years ago, managerialism dominated corporate governance. In both theory and practice, a team of senior managers ran the corporation with little or no interference from other stakeholders. ...
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Forty years ago, managerialism dominated corporate governance. In both theory and practice, a team of senior managers ran the corporation with little or no interference from other stakeholders. Boards of directors were little more than rubber stamps. Today, corporate governance looks very different. In particular, several trends have coalesced to encourage more active and effective board oversight. Much director compensation is now paid in stock, for example, which helps align director and shareholder interests. Courts have made clear that effective board processes and oversight are essential if board decisions are to receive the deference traditionally accorded to them under the business judgment rule, especially insofar as structural decisions are concerned (such as those relating to management buy-outs). Third, director conduct is constrained by an active market for corporate control, ever-rising rates of shareholder litigation, and, some say, activist shareholders. As a result, modern boards of directors typically are smaller than their antecedents, meet more often, are more independent from management, own more stock, and have better access to information. This book offers an interdisciplinary analysis of the emerging board-centered system of corporate governance. It draws on doctrinal legal analysis, behavioral economic insights into how individuals and groups make decisions, the work of new institutional economics on organizational structure, and management studies of corporate governance. Using those tools, it traces the process by which this new corporate governance system emerged. How did we move from the managerial revolution famously celebrated by Alfred Chandler to the director independence model recently codified in the Sarbanes-Oxley Act and other post-Enron corporate governance mandates?Less
Forty years ago, managerialism dominated corporate governance. In both theory and practice, a team of senior managers ran the corporation with little or no interference from other stakeholders. Boards of directors were little more than rubber stamps. Today, corporate governance looks very different. In particular, several trends have coalesced to encourage more active and effective board oversight. Much director compensation is now paid in stock, for example, which helps align director and shareholder interests. Courts have made clear that effective board processes and oversight are essential if board decisions are to receive the deference traditionally accorded to them under the business judgment rule, especially insofar as structural decisions are concerned (such as those relating to management buy-outs). Third, director conduct is constrained by an active market for corporate control, ever-rising rates of shareholder litigation, and, some say, activist shareholders. As a result, modern boards of directors typically are smaller than their antecedents, meet more often, are more independent from management, own more stock, and have better access to information. This book offers an interdisciplinary analysis of the emerging board-centered system of corporate governance. It draws on doctrinal legal analysis, behavioral economic insights into how individuals and groups make decisions, the work of new institutional economics on organizational structure, and management studies of corporate governance. Using those tools, it traces the process by which this new corporate governance system emerged. How did we move from the managerial revolution famously celebrated by Alfred Chandler to the director independence model recently codified in the Sarbanes-Oxley Act and other post-Enron corporate governance mandates?
Timothy W. Luke
- Published in print:
- 1999
- Published Online:
- November 2003
- ISBN:
- 9780198295099
- eISBN:
- 9780191599262
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/019829509X.003.0006
- Subject:
- Political Science, Environmental Politics
Examines the impact of the sustainable development discourse on the academic curriculum and the ways in which the ecological emphasis on technical rationality affects the training of professional ...
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Examines the impact of the sustainable development discourse on the academic curriculum and the ways in which the ecological emphasis on technical rationality affects the training of professional ecologists. As with Keulartz in the preceding chapter, it recognizes that nature is an interpreted construct whose meaning is essentially contestable. This leads to the argument that ecological training, notably in the USA and in Britain, has incorporated a particular set of cultural assumptions about the purpose of ecology, by which managerial concepts of objectivity, rationality, and utility have been skewed towards endorsement of the performative norms embedded deep within capitalist theory and practice. This gives ecological management, or ‘eco‐managerialism’, the qualities of government, whereby nature loses its transcendental qualities and its locales, resources, and systems become objects of capitalist manipulation.Less
Examines the impact of the sustainable development discourse on the academic curriculum and the ways in which the ecological emphasis on technical rationality affects the training of professional ecologists. As with Keulartz in the preceding chapter, it recognizes that nature is an interpreted construct whose meaning is essentially contestable. This leads to the argument that ecological training, notably in the USA and in Britain, has incorporated a particular set of cultural assumptions about the purpose of ecology, by which managerial concepts of objectivity, rationality, and utility have been skewed towards endorsement of the performative norms embedded deep within capitalist theory and practice. This gives ecological management, or ‘eco‐managerialism’, the qualities of government, whereby nature loses its transcendental qualities and its locales, resources, and systems become objects of capitalist manipulation.
Mick Fryer
- Published in print:
- 2011
- Published Online:
- May 2011
- ISBN:
- 9780199590186
- eISBN:
- 9780191724947
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199590186.001.0001
- Subject:
- Business and Management, Organization Studies
Much has been written about leadership during the last eighty years, but little attention has been paid to leadership's ethical dimension. This book sets out to redress the balance and develop an ...
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Much has been written about leadership during the last eighty years, but little attention has been paid to leadership's ethical dimension. This book sets out to redress the balance and develop an understanding of what comprises ethical leadership in organizations. The book begins by drawing together relevant aspects of leadership theory and discussing them from an ethical perspective. It then offers a clear discussion of a range of ethics theories from the Anglo-American and European philosophical traditions, examining their implications for the study of leadership. It also considers ethics from the viewpoint of practising business leaders, using empirical data to illuminate some points raised during the earlier theory chapters. In the process, the book identifies a number of themes that relate to ethical leadership. It suggests that the route to ethical leadership lies in capitalizing on the moral upsides of these themes whilst avoiding their corresponding downsides. The book proposes that a consultative rather than directive leadership style is best placed to achieve this. However, it is also suggested that, in meeting these normative criteria, leaders need to go beyond the superficial, contingent prescriptions for democratic responsiveness that suffuse leadership and management theory. The book reflects on what it might take for such a model to be realized in contemporary, Western organizations, highlighting some challenges that this would present to conventional, managerialist expectations of leadership along with some possible enablers of consultative leadershipLess
Much has been written about leadership during the last eighty years, but little attention has been paid to leadership's ethical dimension. This book sets out to redress the balance and develop an understanding of what comprises ethical leadership in organizations. The book begins by drawing together relevant aspects of leadership theory and discussing them from an ethical perspective. It then offers a clear discussion of a range of ethics theories from the Anglo-American and European philosophical traditions, examining their implications for the study of leadership. It also considers ethics from the viewpoint of practising business leaders, using empirical data to illuminate some points raised during the earlier theory chapters. In the process, the book identifies a number of themes that relate to ethical leadership. It suggests that the route to ethical leadership lies in capitalizing on the moral upsides of these themes whilst avoiding their corresponding downsides. The book proposes that a consultative rather than directive leadership style is best placed to achieve this. However, it is also suggested that, in meeting these normative criteria, leaders need to go beyond the superficial, contingent prescriptions for democratic responsiveness that suffuse leadership and management theory. The book reflects on what it might take for such a model to be realized in contemporary, Western organizations, highlighting some challenges that this would present to conventional, managerialist expectations of leadership along with some possible enablers of consultative leadership
R. A. W. Rhodes, John Wanna, and Patrick Weller
- Published in print:
- 2009
- Published Online:
- September 2009
- ISBN:
- 9780199563494
- eISBN:
- 9780191722721
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199563494.003.0006
- Subject:
- Political Science, Comparative Politics, UK Politics
This chapter explores how senior public servants create and reinterpret traditions. The public service confronts two dilemmas: between the generalist tradition and the impact of managerialism, and ...
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This chapter explores how senior public servants create and reinterpret traditions. The public service confronts two dilemmas: between the generalist tradition and the impact of managerialism, and between constitutional bureaucracy and political responsiveness. These dilemmas both drove the reforms and motivated the various heads of the public service to rethink their traditions to make sense of the world they inherited and the dilemmas they faced. Although this approach stresses local custom and practice, it can also identify shared beliefs and common responses. So, the chapter concludes public servants continue to hold many beliefs in common; they are neutral, expert, and accountable. Most notably, all seek to assert their professionalism by codifying their beliefs and practices. The essence of the public service is no longer a shared understanding, it is a written code. As a result, the family of ideas that is Westminster's constitutional bureaucracy persist to this day.Less
This chapter explores how senior public servants create and reinterpret traditions. The public service confronts two dilemmas: between the generalist tradition and the impact of managerialism, and between constitutional bureaucracy and political responsiveness. These dilemmas both drove the reforms and motivated the various heads of the public service to rethink their traditions to make sense of the world they inherited and the dilemmas they faced. Although this approach stresses local custom and practice, it can also identify shared beliefs and common responses. So, the chapter concludes public servants continue to hold many beliefs in common; they are neutral, expert, and accountable. Most notably, all seek to assert their professionalism by codifying their beliefs and practices. The essence of the public service is no longer a shared understanding, it is a written code. As a result, the family of ideas that is Westminster's constitutional bureaucracy persist to this day.
B. Guy Peters and Vincent Wright
- Published in print:
- 1998
- Published Online:
- November 2003
- ISBN:
- 9780198294719
- eISBN:
- 9780191599361
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0198294719.003.0027
- Subject:
- Political Science, Reference
Public administration research and theory has undergone a fundamental change, unlike any other area in political science. Six fundamental assumptions of public administration have been challenged ...
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Public administration research and theory has undergone a fundamental change, unlike any other area in political science. Six fundamental assumptions of public administration have been challenged during this transformation: the assumptions of bureaucratic self‐sufficiency, direct control, uniformity, accountability, standardization of procedure, and an apolitical service. These assumptions have been challenged as ‘new managerialism’, ‘new patrimonalism’, and ‘new fragmentation’ have superseded thinking about public administration.Less
Public administration research and theory has undergone a fundamental change, unlike any other area in political science. Six fundamental assumptions of public administration have been challenged during this transformation: the assumptions of bureaucratic self‐sufficiency, direct control, uniformity, accountability, standardization of procedure, and an apolitical service. These assumptions have been challenged as ‘new managerialism’, ‘new patrimonalism’, and ‘new fragmentation’ have superseded thinking about public administration.
Charlotte Dargie and Rachel Locke
- Published in print:
- 1999
- Published Online:
- November 2003
- ISBN:
- 9780198294467
- eISBN:
- 9780191600067
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0198294468.003.0009
- Subject:
- Political Science, Comparative Politics
The aim is to describe the current senior civil service in Britain; in order to do this, recent changes instigated by the Thatcher and Major governments have to be addressed. To explain these ...
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The aim is to describe the current senior civil service in Britain; in order to do this, recent changes instigated by the Thatcher and Major governments have to be addressed. To explain these developments, four analytical themes are used that run through the different reforms of the senior civil service that are to be discussed. These themes are managerialism (private‐sector management styles in the civil service), marketization (introducing markets into civil service operations), agencification (‘hiving off’ civil service functions to separate agencies), and politicization (breaking down the barriers between political and non‐partisan tasks in government). The introduction to the chapter characterizes these four themes. The second section defines the British senior civil service, and further sections assess change through various aspects of the senior civil service: recruitment and promotion; mobility; sociological characteristics of senior officials; and the relationship with the political machinery of government.Less
The aim is to describe the current senior civil service in Britain; in order to do this, recent changes instigated by the Thatcher and Major governments have to be addressed. To explain these developments, four analytical themes are used that run through the different reforms of the senior civil service that are to be discussed. These themes are managerialism (private‐sector management styles in the civil service), marketization (introducing markets into civil service operations), agencification (‘hiving off’ civil service functions to separate agencies), and politicization (breaking down the barriers between political and non‐partisan tasks in government). The introduction to the chapter characterizes these four themes. The second section defines the British senior civil service, and further sections assess change through various aspects of the senior civil service: recruitment and promotion; mobility; sociological characteristics of senior officials; and the relationship with the political machinery of government.
Rosemary Deem, Sam Hillyard, and Mike Reed
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199265909
- eISBN:
- 9780191708602
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199265909.003.0001
- Subject:
- Business and Management, Knowledge Management
This chapter has five purposes. First, to provide a general theoretical orientation and framework to analyse changes in UK higher education at the institutional, organizational, and individual ...
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This chapter has five purposes. First, to provide a general theoretical orientation and framework to analyse changes in UK higher education at the institutional, organizational, and individual academic and manager-academic levels. Second, to provide an analytical narrative about the emergence and subsequent development of ‘New Managerialism’ (NM). Third, to review the discursive strategies and control technologies embodied in different formulations of NM and New Public Management (NPM). Fourth, to identify and assess the endemic contradictions, tensions, and conflicts within and between these discursive strategies and control technologies, as well as their broader implications for longer-term institutional change and organizational innovation. Fifth, to provide an initial interpretation of the process of ‘hybridization’ in public services domains and organizationals, and its wider significance for the development of universities as ‘knowledge-intensive organizations’.Less
This chapter has five purposes. First, to provide a general theoretical orientation and framework to analyse changes in UK higher education at the institutional, organizational, and individual academic and manager-academic levels. Second, to provide an analytical narrative about the emergence and subsequent development of ‘New Managerialism’ (NM). Third, to review the discursive strategies and control technologies embodied in different formulations of NM and New Public Management (NPM). Fourth, to identify and assess the endemic contradictions, tensions, and conflicts within and between these discursive strategies and control technologies, as well as their broader implications for longer-term institutional change and organizational innovation. Fifth, to provide an initial interpretation of the process of ‘hybridization’ in public services domains and organizationals, and its wider significance for the development of universities as ‘knowledge-intensive organizations’.
Rosemary Deem, Sam Hillyard, and Mike Reed
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199265909
- eISBN:
- 9780191708602
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199265909.003.0002
- Subject:
- Business and Management, Knowledge Management
This chapter explores the ramifications of debates surrounding the concepts of NM and NPM in the systemic context of the UK knowledge-intensive university. It analyses changes in the UK higher ...
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This chapter explores the ramifications of debates surrounding the concepts of NM and NPM in the systemic context of the UK knowledge-intensive university. It analyses changes in the UK higher education systems since the 1970s to determine how far the context of and the actual practices and technologies used to ‘manage’ academic knowledge work in organizations at the beginning of the 21st century differ from the context and oversight of academic knowledge work in UK universities in the 1960s, 1970s, and 1980s. The chapter also considers how UK academics in management roles and career managers interpret the recent systemic, organizational, and other changes in their academies. Finally, consideration is given to changes in expectations about the roles of academics holding leadership and management roles at different points in this forty-five-year period.Less
This chapter explores the ramifications of debates surrounding the concepts of NM and NPM in the systemic context of the UK knowledge-intensive university. It analyses changes in the UK higher education systems since the 1970s to determine how far the context of and the actual practices and technologies used to ‘manage’ academic knowledge work in organizations at the beginning of the 21st century differ from the context and oversight of academic knowledge work in UK universities in the 1960s, 1970s, and 1980s. The chapter also considers how UK academics in management roles and career managers interpret the recent systemic, organizational, and other changes in their academies. Finally, consideration is given to changes in expectations about the roles of academics holding leadership and management roles at different points in this forty-five-year period.
Rosemary Deem, Sam Hillyard, and Mike Reed
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199265909
- eISBN:
- 9780191708602
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199265909.003.0004
- Subject:
- Business and Management, Knowledge Management
This chapter explores how the sedimentation of varieties of New Managerialism have suffused the accounts of manager-academics about their work, roles, and identities. It considers the two models of ...
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This chapter explores how the sedimentation of varieties of New Managerialism have suffused the accounts of manager-academics about their work, roles, and identities. It considers the two models of management — neoliberal and neo-technical — and their bearing upon manager-academics' working lives. Drawing upon data from the ESRC New Managerialism project, the chapter examines responses to change in the UK higher education sectors and the extent to which NM has been accepted and internalized (or rejected) by contemporary manager-academics. It addresses four major themes: the identities of manager-academics, generic principles and values about the role of academics in the university, practical characteristics of everyday life in universities, and how academics are turned into manager-academics and their understandings of their careers.Less
This chapter explores how the sedimentation of varieties of New Managerialism have suffused the accounts of manager-academics about their work, roles, and identities. It considers the two models of management — neoliberal and neo-technical — and their bearing upon manager-academics' working lives. Drawing upon data from the ESRC New Managerialism project, the chapter examines responses to change in the UK higher education sectors and the extent to which NM has been accepted and internalized (or rejected) by contemporary manager-academics. It addresses four major themes: the identities of manager-academics, generic principles and values about the role of academics in the university, practical characteristics of everyday life in universities, and how academics are turned into manager-academics and their understandings of their careers.
Rosemary Deem, Sam Hillyard, and Mike Reed
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199265909
- eISBN:
- 9780191708602
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199265909.003.0005
- Subject:
- Business and Management, Knowledge Management
This chapter addresses two themes: what are manager-academics' perceived learning needs and what is the process by which manager-academics learn? Data collected as part of the ‘New Managerialism’ ...
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This chapter addresses two themes: what are manager-academics' perceived learning needs and what is the process by which manager-academics learn? Data collected as part of the ‘New Managerialism’ research project has been used to explore these themes in depth, focusing on interviewees from management roles and reflecting on their personal journeys whilst occupying those roles. It is argued that while there is a definite place for formal training of manager-academics, informal learning with and from peers is also significant in professional learning.Less
This chapter addresses two themes: what are manager-academics' perceived learning needs and what is the process by which manager-academics learn? Data collected as part of the ‘New Managerialism’ research project has been used to explore these themes in depth, focusing on interviewees from management roles and reflecting on their personal journeys whilst occupying those roles. It is argued that while there is a definite place for formal training of manager-academics, informal learning with and from peers is also significant in professional learning.
John F. Wilson and Andrew Thomson
- Published in print:
- 2006
- Published Online:
- September 2007
- ISBN:
- 9780199261581
- eISBN:
- 9780191718588
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199261581.003.0012
- Subject:
- Business and Management, Business History
This chapter reviews the frames of reference that have been used throughout the book, especially the development models and the changing implications of the drivers. It then examines the developments ...
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This chapter reviews the frames of reference that have been used throughout the book, especially the development models and the changing implications of the drivers. It then examines the developments in the four themes, in particular how they have changed very considerably to bring Britain’s management systems and structures into line with those of other countries, especially in the last three decades or so. A further section seeks to identify changes in the managerial role during the 20th century and to place the very large increase in managerial numbers into perspective. The final section provides some reflections about the transition to managerial capitalism and financial capitalism, the possible trend to managerialism, and the potential for further change in the future.Less
This chapter reviews the frames of reference that have been used throughout the book, especially the development models and the changing implications of the drivers. It then examines the developments in the four themes, in particular how they have changed very considerably to bring Britain’s management systems and structures into line with those of other countries, especially in the last three decades or so. A further section seeks to identify changes in the managerial role during the 20th century and to place the very large increase in managerial numbers into perspective. The final section provides some reflections about the transition to managerial capitalism and financial capitalism, the possible trend to managerialism, and the potential for further change in the future.
Alan Cribb
- Published in print:
- 2005
- Published Online:
- May 2006
- ISBN:
- 9780199242733
- eISBN:
- 9780191603549
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0199242739.003.0008
- Subject:
- Philosophy, Moral Philosophy
This chapter examines some of the ways in which forms of management shape professional roles and professional ethics. It also considers the ways in which management itself represents an increasingly ...
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This chapter examines some of the ways in which forms of management shape professional roles and professional ethics. It also considers the ways in which management itself represents an increasingly important form of healthcare agency. Emphasis is given to the importance of management (and ‘managerialism’) for the value field of healthcare, and for health professional ethics in particular.Less
This chapter examines some of the ways in which forms of management shape professional roles and professional ethics. It also considers the ways in which management itself represents an increasingly important form of healthcare agency. Emphasis is given to the importance of management (and ‘managerialism’) for the value field of healthcare, and for health professional ethics in particular.
Eric Guthey
- Published in print:
- 2004
- Published Online:
- September 2007
- ISBN:
- 9780199251902
- eISBN:
- 9780191719059
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199251902.003.0012
- Subject:
- Business and Management, Business History
A narrative analysis of New Economy romanticism as a stylized genre of media hype reveals how the framing of celebrity business leaders folds individual personalities together with corporate ...
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A narrative analysis of New Economy romanticism as a stylized genre of media hype reveals how the framing of celebrity business leaders folds individual personalities together with corporate structures in ways that mirror the persistent American confusion over the simultaneously private and public identity of the firm. Media coverage of Ted Turner, Bill Gates, and Jim Clark exhibits a progression away from traditional strategies for legitimizing corporate activity toward antimanagerialism — a romanticized assault on the legitimacy of powerful bureaucratic organizations that paradoxically legitimizes corporate power itself. This argument expands the notion of what counts as governance literature to include business biography and even pop culture narratives, and to embrace a range of broader cultural issues such as the challenge the corporation poses for the American liberal imagination, and the question of what it means to be a person in a corporate society.Less
A narrative analysis of New Economy romanticism as a stylized genre of media hype reveals how the framing of celebrity business leaders folds individual personalities together with corporate structures in ways that mirror the persistent American confusion over the simultaneously private and public identity of the firm. Media coverage of Ted Turner, Bill Gates, and Jim Clark exhibits a progression away from traditional strategies for legitimizing corporate activity toward antimanagerialism — a romanticized assault on the legitimacy of powerful bureaucratic organizations that paradoxically legitimizes corporate power itself. This argument expands the notion of what counts as governance literature to include business biography and even pop culture narratives, and to embrace a range of broader cultural issues such as the challenge the corporation poses for the American liberal imagination, and the question of what it means to be a person in a corporate society.
Mark Bevir and R. A. W. Rhodes
- Published in print:
- 2010
- Published Online:
- May 2010
- ISBN:
- 9780199580750
- eISBN:
- 9780191723179
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199580750.003.0007
- Subject:
- Political Science, Comparative Politics, Political Theory
Chapter 7 examines the rationalities or technologies used by government, specifically the rationality associated with the new public management, or managerialism, with its emphasis on targets and ...
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Chapter 7 examines the rationalities or technologies used by government, specifically the rationality associated with the new public management, or managerialism, with its emphasis on targets and performance measurement. It decentres the Blair government's putative reforms of a central feature of the British state as understood by Westminster elites, notably the civil service. It tells three stories about the civil service and public service delivery. First, there is the centralization story, which claims the changes sought to increase the power of the Prime Minister at the expense of Cabinet and the Departments. Second, there is the management story, which claims the reforms of the civil service foundered on Blair's lack of policy making and management skills. Finally, there is the governance story, which argues the Prime Minister is locked into webs of dependence that undermined his initiatives.Less
Chapter 7 examines the rationalities or technologies used by government, specifically the rationality associated with the new public management, or managerialism, with its emphasis on targets and performance measurement. It decentres the Blair government's putative reforms of a central feature of the British state as understood by Westminster elites, notably the civil service. It tells three stories about the civil service and public service delivery. First, there is the centralization story, which claims the changes sought to increase the power of the Prime Minister at the expense of Cabinet and the Departments. Second, there is the management story, which claims the reforms of the civil service foundered on Blair's lack of policy making and management skills. Finally, there is the governance story, which argues the Prime Minister is locked into webs of dependence that undermined his initiatives.
Mark Bevir and R. A. W. Rhodes
- Published in print:
- 2010
- Published Online:
- May 2010
- ISBN:
- 9780199580750
- eISBN:
- 9780191723179
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199580750.003.0008
- Subject:
- Political Science, Comparative Politics, Political Theory
Chapter 8 looks at the way senior public servants coped with managerial rationalities; the continuous reform of the public service. The rise of the new public management in the 1980s led to ...
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Chapter 8 looks at the way senior public servants coped with managerial rationalities; the continuous reform of the public service. The rise of the new public management in the 1980s led to recurring challenges to the administrative traditions of the public service in Australia, Canada, and the United Kingdom. The chapter analyses how the heads of the public service articulate the traditions of ‘constitutional bureaucracy’ found in Westminster systems of parliamentary government and selectively draw on past understandings to understand present-day changes. It describes living traditions under challenge that reshape reforms as reforms reshape them. It concludes that the heads of the public services have found ‘space’ or ‘voice’ to identify innovative ways of combining past traditions with new organizing principles of governance. In each case, it is not a question of ‘in with the new, out with the old’, but of ‘in with the new alongside key parts of the old’. The myths and legends of yore remain germane to the modern public service.Less
Chapter 8 looks at the way senior public servants coped with managerial rationalities; the continuous reform of the public service. The rise of the new public management in the 1980s led to recurring challenges to the administrative traditions of the public service in Australia, Canada, and the United Kingdom. The chapter analyses how the heads of the public service articulate the traditions of ‘constitutional bureaucracy’ found in Westminster systems of parliamentary government and selectively draw on past understandings to understand present-day changes. It describes living traditions under challenge that reshape reforms as reforms reshape them. It concludes that the heads of the public services have found ‘space’ or ‘voice’ to identify innovative ways of combining past traditions with new organizing principles of governance. In each case, it is not a question of ‘in with the new, out with the old’, but of ‘in with the new alongside key parts of the old’. The myths and legends of yore remain germane to the modern public service.
Mark Bevir and R. A. W. Rhodes
- Published in print:
- 2010
- Published Online:
- May 2010
- ISBN:
- 9780199580750
- eISBN:
- 9780191723179
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199580750.003.0009
- Subject:
- Political Science, Comparative Politics, Political Theory
Chapter 9 turns from elite narratives of the state and its rationalities to the question of how middle-level managers, employees in an office, and citizens experience the state and its ...
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Chapter 9 turns from elite narratives of the state and its rationalities to the question of how middle-level managers, employees in an office, and citizens experience the state and its rationalities. Drawing again on observational fieldwork, the chapter describes the ways in which they construct ‘the state’ in their everyday beliefs and practices. It shows there are significant differences in the way the rationality of managerialism is experienced and understood. These different narratives are stories of resistance and are central to understanding what elites term the ‘implementation gap’ in the reform of the public services.Less
Chapter 9 turns from elite narratives of the state and its rationalities to the question of how middle-level managers, employees in an office, and citizens experience the state and its rationalities. Drawing again on observational fieldwork, the chapter describes the ways in which they construct ‘the state’ in their everyday beliefs and practices. It shows there are significant differences in the way the rationality of managerialism is experienced and understood. These different narratives are stories of resistance and are central to understanding what elites term the ‘implementation gap’ in the reform of the public services.
Paul Rock
- Published in print:
- 2005
- Published Online:
- January 2012
- ISBN:
- 9780197263143
- eISBN:
- 9780191734939
- Item type:
- chapter
- Publisher:
- British Academy
- DOI:
- 10.5871/bacad/9780197263143.003.0012
- Subject:
- Sociology, Social Research and Statistics
This chapter examines the way in which the victim of crime, the ‘forgotten party’ of the criminal justice system has started to regain something of the standing of an interested party with recognised ...
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This chapter examines the way in which the victim of crime, the ‘forgotten party’ of the criminal justice system has started to regain something of the standing of an interested party with recognised rights in the justice system. A number of causal narratives are involved in this gradual process of change. First, there have been outside influences with statements and declarations of individual rights from the United Nations, North America and Europe which saw the eventual enactment of the Human Rights Act in 1998. Second, the ‘new managerialism’ of recent Conservative and Labour governments gave rise to the idea of the citizen as a customer in a market of services delivered by the state. Third, is the notion of reintegrative shaming, modelled on Maori justice in New Zealand, and intended to lead to a rapprochement in which the victim is no longer so fearful or angry and the offender better understands the impact of his actions and is reunited with the moral community rather than outlawed from it.Less
This chapter examines the way in which the victim of crime, the ‘forgotten party’ of the criminal justice system has started to regain something of the standing of an interested party with recognised rights in the justice system. A number of causal narratives are involved in this gradual process of change. First, there have been outside influences with statements and declarations of individual rights from the United Nations, North America and Europe which saw the eventual enactment of the Human Rights Act in 1998. Second, the ‘new managerialism’ of recent Conservative and Labour governments gave rise to the idea of the citizen as a customer in a market of services delivered by the state. Third, is the notion of reintegrative shaming, modelled on Maori justice in New Zealand, and intended to lead to a rapprochement in which the victim is no longer so fearful or angry and the offender better understands the impact of his actions and is reunited with the moral community rather than outlawed from it.
Susan Oosthuizen
- Published in print:
- 2019
- Published Online:
- May 2020
- ISBN:
- 9780197266588
- eISBN:
- 9780191896040
- Item type:
- chapter
- Publisher:
- British Academy
- DOI:
- 10.5871/bacad/9780197266588.003.0021
- Subject:
- Archaeology, Historical Archaeology
The chapter focuses on ancient traditions of collective governance over agricultural resources in the context of the growth of early medieval lordship. It begins by drawing attention to the ...
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The chapter focuses on ancient traditions of collective governance over agricultural resources in the context of the growth of early medieval lordship. It begins by drawing attention to the incorporation in highly regular medieval open-field systems found across the English ‘Central Province’ of two contradictory forms of governance: the collective participation of all cultivators in their management and regulation, and highly directive managerialism on lordly demesnes. It investigates that contradiction by exploring the ancient origins of the collective governance of pasture and of irregularly organised open-field arable; and the more recent origins of highly regular open-field systems on middle Anglo-Saxon ecclesiastical estates. The chapter concludes that the emergence of distinctive highly organised large-scale open-field systems in the Central Province may represent the deliberate integration in the interests of agricultural efficiency of long traditions of collective peasant governance with the growing directiveness of early medieval lordly power.Less
The chapter focuses on ancient traditions of collective governance over agricultural resources in the context of the growth of early medieval lordship. It begins by drawing attention to the incorporation in highly regular medieval open-field systems found across the English ‘Central Province’ of two contradictory forms of governance: the collective participation of all cultivators in their management and regulation, and highly directive managerialism on lordly demesnes. It investigates that contradiction by exploring the ancient origins of the collective governance of pasture and of irregularly organised open-field arable; and the more recent origins of highly regular open-field systems on middle Anglo-Saxon ecclesiastical estates. The chapter concludes that the emergence of distinctive highly organised large-scale open-field systems in the Central Province may represent the deliberate integration in the interests of agricultural efficiency of long traditions of collective peasant governance with the growing directiveness of early medieval lordly power.
John Harris and Vicky White (eds)
- Published in print:
- 2009
- Published Online:
- March 2012
- ISBN:
- 9781847420060
- eISBN:
- 9781447302827
- Item type:
- book
- Publisher:
- Policy Press
- DOI:
- 10.1332/policypress/9781847420060.001.0001
- Subject:
- Social Work, Research and Evaluation
New Labour's modernisation agenda has produced an avalanche of change that has posed formidable challenges for everyone involved in social work, whether as service users, practitioners, or managers. ...
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New Labour's modernisation agenda has produced an avalanche of change that has posed formidable challenges for everyone involved in social work, whether as service users, practitioners, or managers. This book provides a radical appraisal of the far-reaching changes in their theoretical, historical, and policy contexts. It is organised into three sections that consider: the inter-relationship of modernisation and managerialism, modernisation's impact on service users, and the ways in which social workers and front-line managers seek to exercise professional discretion for the benefit of service users within a workplace culture of intensified scrutiny and control. Analysis of a range of key developments in all three areas reveals the modernisation agenda as complex and contested. The book's three sections cover the main issues of the modernisation agenda.Less
New Labour's modernisation agenda has produced an avalanche of change that has posed formidable challenges for everyone involved in social work, whether as service users, practitioners, or managers. This book provides a radical appraisal of the far-reaching changes in their theoretical, historical, and policy contexts. It is organised into three sections that consider: the inter-relationship of modernisation and managerialism, modernisation's impact on service users, and the ways in which social workers and front-line managers seek to exercise professional discretion for the benefit of service users within a workplace culture of intensified scrutiny and control. Analysis of a range of key developments in all three areas reveals the modernisation agenda as complex and contested. The book's three sections cover the main issues of the modernisation agenda.
