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
Chapter 5: Incentives, Institutions and Identities: Shaping the Managerial State
Incentives, Institutions and Identities: Shaping the Managerial State
So far, we have dealt with the place of managerialism in the restructuring of the state in relatively general terms, focusing on the political and ideological changes that have taken place. However, the consequences for particular organisations, groups and individuals cannot simply be read off from these general trends. In this chapter, we examine some of the conditions which shape the differential and uneven effects of the ‘managerial revolution’. In doing so, we take as our starting point the dangers of determinism in accounts of state restructuring (see also Mohan, 1995: ch. 1). The primary danger of determinism is that of seeing change as the inevitable product of economic and ...