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Managing Social Policy
Edited by:
- John Clarke - The Open University, UK
- Allan Cochrane - The Open University
- Eugene McLaughlin - City University London, UK
July 1994 | 256 pages | SAGE Publications Ltd
"The book locates the rise of management within a social and
political context, a crucial and neglected issue. Further, it
presents a welcome recognition of the complexity of
managerialism. In
the round, the book is a comprehensive and critical examination
of
managerialism. Like all good books, it stimulates, particularly
when
one does not agree, and some of the chapters deserve to be read
and
reread."
--Local Government Studies
Management has been accorded a central role in the restructuring
of
the welfare state in contemporary Britain since the s. This
innovative volume offers a comprehensive assessment of the
significance of this role of management. The contributors show
how managerialism has provided a link between political
commitments to
introduce markets, make public agencies responsive to consumers,
and
create a new mixed economy of welfare on the one hand; and on
the
other, the institutional reforms of particular welfare policies.
Though this process has attracted public attention, the impact
of
managerialism has been felt throughout the range of public
services.
They show how this role has had profound consequences on the
organization and delivery of public services, on the political
processes of policy formation and control, on systems of
accountability, and on the experiences of the recipients of the
services. Examining the significance of managerialism both as
part
of the general restructuring of welfare since the 1970s, and in
the
specific context of public service delivery, this book offers a
unique insight into the contemporary shaping of social welfare.
This volume is essential reading for students of social welfare,
social and public policy, and public sector management.
John Clarke, Allan Cochrane and Eugene McLaughlin
Introduction
Janet Newman and John Clarke
Going About our Business? The Managerialization of Public Services
Tom Ling
The New Managerialism and Social Security
Sylvia Walby and June Greenwell
Managing the National Health Service
Mary Langan and John Clarke
Managing in the Mixed Economy of Care
Ross Fergusson
Managerialism in Education
Eugene McLaughlin and John Muncie
Managing the Criminal Justice System
Allan Cochrane
Managing Change in Local Government
Alan Clarke
Leisure and the New Managerialism
Janet Newman
The Limits of Management: Gender and the Politics of Change
Norman Flynn
Control, Commitment and Contracts
John Clarke, Allan Cochrane and Eugene McLaughlin
Mission Accomplished or Unfinished Business? The Impact of Managerialization
`Raise[s] extremely important issues which make a useful contribution to a debate which has scarcely begun about the proper role of managers and management in public services.... The book locates the rise of management within a social and political context, a crucial and neglected issue. Further, it presents a welcome recognition of the compexity of managerialism.... A comprehensive and critical examination of managerialism. Like all good books, it stimulates, particularly when one does not agree, and some of the chapters deserve to be read and reread' - Local Government Studies
