Building the New Managerialist State
Consultants and the Politics of Public Sector Reform in Comparative Perspective
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Product details:
- Publisher OUP Oxford
- Date of Publication 4 March 2004
- ISBN 9780199269068
- Binding Paperback
- No. of pages264 pages
- Size 234x157x15 mm
- Weight 402 g
- Language English 0
Categories
Short description:
This prize-winning book explores and compares trends in public management reform over the last forty years in Britain, France, and Canada. In particular the author looks at the role of management consultants in these processes and examines the phenomenon described by some as 'consultocracy'. This suggests that the rise and spread of managerialism in public bureaucracies is a process driven by the material interests of the management consultants who became powerful policy actors in public administration.
MoreLong description:
In the 1980s and 1990s the world of governance witnessed a far-reaching change from the Weberian model of bureaucracy to the 'new managerialism'-a term used to describe the group of ideas imported from business and mainly brought into government by management consultants. Over the past fifteen years, the British, French, and Canadian governments have spent growing sums of money on consulting services and, as a result, policy-makers inside the state have increasingly been exposed to the business management ideas that consultants bring into the public sector.
Nevertheless, there are major differences in the extent to which reformers in the three countries embraced these ideas in the process of bureaucratic reform. Accordingly, this is a book about policy change and variation. It seeks to explain why the changes produced by the new managerialism have been more radical in some countries than in others. Building the New Managerialist State shows that the reception given by states to managerialist ideas depends on the openness of policy-making institutions to outside expert knowledge and on the organization, development, and social recognition of management consultancy.
Review from previous edition well written ... provides a fascinating history of the management consulting industry ... both accounting and consulting.
Table of Contents:
Chapter 1: Variations of Managerialist Ideas
Explaining the rise and spread of managerialist ideas
Consultants, the state, and the politics of managerialism
Chapter 2: The Management Consulting Industry: History and structure
The boundaries of management consulting
The historical and institutional link between management consulting and accountancy
Conclusion
Chapter 3: Britain: Providing management policy advice through the centre of government
Labour's scientific revolution and the need for 'opening up' the civil service
Heath and the white paper on government reorganization
Thatcherism and the 'efficiency strategy'
Conclusion
Chapter 4: Canada: Spreading managerialist ideas through politically independent bodies
'Let the managers manage': The Glassco commission
The search for a framework of central direction
The royal commission on financial management and accountability
The 1977 auditor general act
From Nielson to PS2000: The new managerialism in the Mulroney era
Conclusion
Chapter 5: France: Reforming from within, or statism and managerialism
The legacies of postwar reforms
The decentralization reforms of 1982
Conclusion
Chapter 6: Conclusion: Consultants, the state, and the politics of managerialism
Establishing the authority of management consultancy
The legacies of past bureaucratic reform policies
Consultocracy and democracy
