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The Managerial State

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

May 1997 | 192 pages | SAGE Publications Ltd
Authors John Clarke and Janet Newman present an original analysis of the creation of new state forms that 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 of change within public services, the authors draw links among 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 "the public" that receives these services. In particular they question whether the reinvention of the public as either a nation of consumers or a nation of communities can effectively address the implications of social diversity. A cogent critique of the social, political, and organizational conflicts and instabilities that are embedded in new state forms, The Managerial State will be essential reading for students and academics in social policy, public policy, and public management. It will also be of interest to academics in sociology, politics, and organization studies.

From the Cradle to the Grave
The Crises of the post-War Welfare Settlements

Towards the Managerial State?
A Change for the Better? The Tyranny of Transformation
The Making of Management
Regimes of Power

Incentives, Institutions and Identities
Shaping the Managerial State

Capturing the Customer
The Politics of Representation

Reinventing the Public
An Unstable State?

`The Managerial State can be situated as part of a critical literature on public sector managerialism to which it makes a valuable contribution...Clarke and Newman have produced a thoughtful and stimulating book. Their focus is on the British experience and this is unfashionable when this is a sine qua non to produce comparative work in social policy. However, they produce the robust justification of this approach; that as different countries have pursued different attempted solutions to economic recession and crisis and these in turn depend upon a specific combinations of national politics and circumstances then a national focus is fully justified. In the view of this reviewer such an emphasis on Britain serves to enhance rather than diminish the value of the book.' Journal of Social Policy

`A significant contribution to the growing body of work which charts the impact of management theory on welfare organizations in the United Kingdom' - International Social Work

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