This original analysis of the creation of new state forms critically examines the political forces that enabled `more and better management' to be presented as a solution to the problems of the welfare state in Britain. Examining the micro-politics within public service, the authors draw links between politics, policies and organizational power to present an incisive and dynamic account of the restructuring of social welfare. Clarke and Newman expose the tensions and contradictions in the managerial state and trace the emergence of new dilemmas in the provision of public services. They show that these problems are connected to the recurring difficulties in defining `the public' that receives these services. In partic
In this trenchant challenge to social engineering, Paul Gottfried analyzes a patricide: the slaying of nineteenth-century liberalism by the managerial state. Many people, of course, realize that liberalism no longer connotes distributed powers and bourgeois moral standards, the need to protect civil society from an encroaching state, or the virtues of vigorous self-government. Many also know that today's "liberals" have far different goals from those of their predecessors, aiming as they do largely to combat prejudice, to provide social services and welfare benefits, and to defend expressive and "lifestyle" freedoms. Paul Gottfried does more than analyze these historical facts, however. He builds on them to show why it matters that the managerial state has replaced traditional liberalism: the new regimes of social engineers, he maintains, are elitists, and their rule is consensual only in the sense that it is unopposed by any widespread organized opposition. Throughout the western world, increasingly uprooted populations unthinkingly accept centralized controls in exchange for a variety of entitlements. In their frightening passivity, Gottfried locates the quandary for traditionalist and populist adversaries of the welfare state. How can opponents of administrative elites show the public that those who provide, however ineptly, for their material needs are the enemies of democratic self-rule and of independent decision making in family life? If we do not wake up, Gottfried warns, the political debate may soon be over, despite sporadic and ideologically confused populist rumblings in both Europe and the United States.
Written in 1941, Burnham's claim was that capitalism was dead, but that it was being replaced not by socialism, but a new economic system he called "managerialism"; rule by managers.
This book provides the first critical analysis of Chester Barnard's ideology - an ideology that is now fundamental to the orthodox beliefs of the modern managerial class. Over fifty years in his path-breaking Functions of the Executive, Barnard wrote about the moral authority of the corporate executive elite to govern the emerging managerial state. Scott reexamines Barnard's influential arguments in the light of changing times. -- book jacket.
A seminal figure in the field of public management, Mark H. Moore presents his summation of fifteen years of research, observation, and teaching about what public sector executives should do to improve the performance of public enterprises. Useful for both practicing public executives and those who teach them, this book explicates some of the richest of several hundred cases used at Harvard’s Kennedy School of Government and illuminates their broader lessons for government managers. Moore addresses four questions that have long bedeviled public administration: What should citizens and their representatives expect and demand from public executives? What sources can public managers consult to learn what is valuable for them to produce? How should public managers cope with inconsistent and fickle political mandates? How can public managers find room to innovate? Moore’s answers respond to the well-understood difficulties of managing public enterprises in modern society by recommending specific, concrete changes in the practices of individual public managers: how they envision what is valuable to produce, how they engage their political overseers, and how they deliver services and fulfill obligations to clients. Following Moore’s cases, we witness dilemmas faced by a cross-section of public managers: William Ruckelshaus and the Environmental Protection Agency; Jerome Miller and the Department of Youth Services; Miles Mahoney and the Park Plaza Redevelopment Project; David Sencer and the swine flu scare; Lee Brown and the Houston Police Department; Harry Spence and the Boston Housing Authority. Their work, together with Moore’s analysis, reveals how public managers can achieve their true goal of producing public value.
The authors of this volume explore general themes of managerial public administration and government reform, then focus on specific Latin American experiences and trends. Discussions of accountability, empowerment, citizen values and new institutions are also included.
Examines the political history of administrative reform undertaken by 20th-century presidents. Attempting to explain the growth of modern bureaucracy within an 18th-century framework and the expansion of presidential control over administrative powers, the author explores the relationship between administrative theory and the dilemmas posed for a developing administrative state by the separation of powers. He also looks at and compares successive cases of presidentially initiated comprehensive reform planning, in order to understand the implications for the president's institutional role. Paper edition (unseen), $25.00. Annotation copyrighted by Book News, Inc., Portland, OR
This work explores differing historical patterns in the adoption of the three major models of organizational management: scientific management; human relations; and structural analysis. The author takes a fresh look at how managers have used these models in four countries during the 20th century.
Managerial Discretion In Government Decision Making: Beyond The Street Level Provides A Comprehensive Discussion Of Managerial And Executive Discretion At All Levels Of Government. Beginning With A Discussion Of Moving Beyond Street-Level Discourse, This Book Sets The Stage For Studying Managerial Discretion. It Examines Aspects Of Expertise In Discretionary Decision Making At The Federal Level, Including Several Case Examples To Account For The Wide Usage Of Executive Orders In Managerial Positions, And Examines The Formal Roles Of Managers At State Government Levels, While Highlighting The Variations Among State Managers In Their Usage Of Discretion, With Examples Of State Managers With Too Much Discretion. Next The Book Identifies Key Aspects Of Managerial Discretion In Local Governments, Including Information On The Applicability Of Discretion In School Districts And Its Implications In Decision Making, Discusses The Myriad Ways In Which Managers In Local Jurisdictions Either Individually Or Collectively Make Decisions Within The Parameters Of State Laws, Board Regulations, And/Or Council Ordinances, And Concludes With A Discussion Of How Much Discretion Managers Should Have And Dangers Inherent In Providing Managers With Too Much Discretion, And Reinforces The Discourses On Accountability In Public Organizations.
The relationship between welfare and the state has undergone a sustained process of reconfiguration over the past two decades and managerialism has played a key role in this process. In education, parents are now seen as consumers and schools as small businesses, their income dependent on their success in attracting customers within competitive local 'markets'. At the same time, management practices borrowed from business, such as target setting and performance monitoring, now play a key role in regulating schools. What kinds of schools are the reforms producing? What impact are they having on school culture and values? What are the social justice implications of applying a business model to the provision of schooling? In The Managerial School Sharon Gerwirtz draws on in-depth interviews with teachers in a range of secondary schools and close observation of school practices to try to answer these questions.Through a comparison of Conservative and New Labour policies, she argues that New Labour's 'third way' for education is a contradictory mix of neo-liberal, authoritarian and humanistic strands that is not in any real sense a new educational settlement. This empirically based account of over a decade of education reform offers a unique insight into the effects of managerialism on schools and a hard-hitting analysis of the inherent tensions in a system that undoubtedly perpetrates social injustice.
