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

Towards the Managerial State?

Towards the managerial state?

The New Right attempted to resolve the crisis of the welfare state through a continuous programme of reconstruction. Its effects were to change both the character and content of social welfare, and the institutional forms of the state. These changes have tended to be analysed separately, reflecting the focus of different specialisms. As a consequence, this chapter explores both the ‘welfare’ focus of social policy and the ‘institutional’ focus of public administration and management. Nevertheless, the programme of reconstruction has not just changed these twin elements of welfare and the state, it has also changed the relationship between them. This remade relationship underlies contemporary public and academic discussions about whether it is still possible to speak of a ...

  • Loading...
locked icon

Sign in to access this content

Get a 30 day FREE TRIAL

  • Watch videos from a variety of sources bringing classroom topics to life
  • Read modern, diverse business cases
  • Explore hundreds of books and reference titles