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

The Making of Management: Regimes of Power

The making of management: Regimes of power

In the previous chapter we examined the way in which managerial ideology and New Right politics coalesced in the discourse of change that directed and legitimated the reconstruction of the public sector. In this chapter we focus on the impact of managerialism on the welfare state using the concept of organisational regimes. This focus on regimes highlights the issues of power and relationships involved in managerialism, rather than – as in the previous chapter – managerialism as ideology and discourse. The changing organisational regime of public services has not involved a simple displacement of older bureau-professional regimes by managerial ones. Rather, the new patterns are uncomfortable and contradictory combinations of old and ...

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