The Managerial State: Power, Politics and Ideology in the Remaking of Social WelfareThis 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 particular they question whether the reinvention of the public as either a nation of consumers or a nation of communities can effectively address the implications of social diversity. |
Contents
| 1 | |
Chapter 2 Towards the Managerial State? | 18 |
Chapter 3 A Change for the Better? The Tyranny of Transformation | 34 |
Regimes of Power | 56 |
Shaping the Managerial State | 83 |
The Politics of Representation | 107 |
Chapter 7 Reinventing the Public | 123 |
Chapter 8 An Unstable State? | 140 |
| 160 | |
| 170 | |
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Common terms and phrases
administration agencies agenda argued articulated attempts Audit Audit Commission bureau-professional regimes bureaucratic central centre Chapter choice Citizen's Charter commitment communitarianism competitive complex conception concerns consumer consumerism consumerist context core business corporate crisis culture decentralisation delivery discourse of change dispersal diversity dominant economic effects efficiency emerging empowerment example focus Fordist identified ideology imagery incentives individual inequality institutional theory interests internal involved issues labour legitimacy legitimate managerial regimes managerialised means ment mixed economy nation National Health Service needs neo-conservative neo-liberal normative old regime organisational regimes organisational settlement particular performance political post-Fordism post-Fordist practices privatisation problems processes produce professional public choice theory public management public sector public services quasi-market reforms reinvention relations relationships responsibilities restructuring Right role shift social policy social settlement social welfare specific stakeholders strategic management strategies structures suggests tensions transformation users