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This innovative text offers an assessment of the role of management in the restructuring of social welfare in contemporary Britain.
In the transformation of the welfare state since the 1970s, management has been accorded a central role. New forms and ideas of management have had profound consequences for: the organization and delivery of public services; the political processes of policy formation; systems of accountability; and the experiences both of the recipients of services and of those working within public sector organizations.
Examining the significance of managerialism, this book offers a unique insight into the current shaping of social welfare.
|Notes on Contributors|
|Introduction: Why Management Matters||1|
|1||Going about Our Business? The Managerialization of Public Services||13|
|2||The New Managerialism and Social Security||32|
|3||Managing the National Health Service||57|
|4||Managing in the Mixed Economy of Care||73|
|5||Managerialism in Education||93|
|6||Managing the Criminal Justice System||115|
|7||Managing Change in Local Government||141|
|8||Leisure and the New Managerialism||163|
|9||The Limits of Management: Gender and the Politics of Change||182|
|10||Control, Commitment and Contracts||210|
|11||Mission Accomplished or Unfinished Business? The Impact of Managerialization||226|