The Managerial State: Power, Politics and Ideology in the Remaking of Social Welfare

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SAGE, 1997 M05 5 - 176 páginas
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

 

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Contenido

the Crises of the PostWar
1
Towards the Managerial State?
18
A Change for the Better? The Tyranny of Transformation
34
Regimes of Power
56
Shaping the Managerial
83
the Politics of Representation
107
Reinventing the Public
123
An Unstable State?
140
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Acerca del autor (1997)

Author/Editor Description: Janet Newman is Senior Lecturer in the School of Public Policy, University of Birmingham. She is co-author of 'The Managerial State' (with J Clarke, SAGE 97), author of 'Shaping Organisational Cultures in Local Government' (96), and co-editor of 'Gender, Culture and Organisational Change (with C Itzin, eds, 95).

Author/Editor Description: Janet Newman is Senior Lecturer in the School of Public Policy, University of Birmingham. She is co-author of 'The Managerial State' (with J Clarke, SAGE 97), author of 'Shaping Organisational Cultures in Local Government' (96), and co-editor of 'Gender, Culture and Organisational Change (with C Itzin, eds, 95).

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