Questioning the New Public Management

by Dent,Mike

• ISBN13: 9780754633976
• ISBN10: 0754633977
• Format: Hardcover
• Copyright: 2004-06-28
• Publisher: Routledge

Summary

This book looks at New Public Management (NPM) in a variety of public sector contexts and organizational sites. It provides a range of empirical case studies of NPM in practice and at the same time explores the consequences of it. It takes an inter-disciplinary approach while clearly illustrating a range of theoretical and empirical approaches.

Author Biography

Catrina Alferoff is presently employed as senior research assistant in the Department of Management at Keele University Jim Barry is a political sociologist and Reader at the University of East London Elisabeth Berg is a Docent in sociology at Lulea University of Technology in Sweden with an appointment as Senior Visiting Research Fellow at the University of East London Sharon C. Bolton is a lecturer in Human Resource Management in the Department of Behaviour in Organisations, The Management School, Lancaster University Geraldine Catlow is a Research Associate at the University of Leicester Management Centre John Chandler is a Principal Lecturer and sociologist teaching Organisational Studies in the East London Business School at the University of East London Tony Cutler was, prior to joining the School of Management at Royal Holloway, University of London, Reader in Sociology, School of Social Science, Middlesex University Mike Dent is Professor of Health Care Organisation at the School of Health, Staffordshire University Paul Michael Garrett is a Lecturer in Social Work at the University of Nottingham Charles Harvey is Professor of Business History and Management at Bristol Business School, University of the West of England, UK Jeanette Henderson is a lecturer with the School of Health and Social Welfare at the Open University in the UK Chris Howorth is a lecturer in Organisational Strategy in the School of Management at Royal Holloway, University of London David Seth Jones is an Associate Professor, Department of Public Policy and Administration, University of Brunei Linda Keen is currently Master of Keynes College, and lecturer in HRM and Public Sector Management at the University of Kent at Canterbury Alison Linstead is Lecturer in Management and Organisation Theory in the Work, Organisation and Management group at Durham Business School Beverly Metcalf is Lecturer in Human Resource Development at the Institute for Development Policy and Management at the University of Manchester Frank Mueller holds the Chair in Organisation Theory and International Strategy located in the Management Centre at the University of Leicester Sally Ruane lectures in health policy at De Montfort University, Leicester Janet Seden is a Lecturer in the School of Health and Social Welfare at The Open University

Table of Contents

List of Contributors	vii
List of Figure and Tables	xii
Acknowledgements	xiii
1 Introduction: Questioning the New Public Management	1	(6)
Mike Dent, John Chandler and Jim Barry
Part I Context and Theory of the New Public Management
2 New Public Management and the Professions in the UK: Reconfiguring Control?	7	(16)
Mike Dent and Jim Barry
Part II Variations between Sectors
3 Does 'Best Value' Represent Best Value? Local Government Middle Management Perspectives	23	(14)
Linda Keen
4 What Do We Want From Social Care Managers? Aspirations and Realities	37	(18)
Jeanette Henderson and Janet Seden
5 'Have You Seen My Assessment Schedule?' Proceduralisation, Constraint and Control in Social Work with Children and Families	55	(16)
Paul Michael Garrett
6 New Police Management, Performance and Accountability	71	(20)
Beverly Metcalf
Part III Hydra-Headed New Public Management: The Case of the National Health Service
7 Dilemmas Beyond the Glass Ceiling...: The Performances of Senior Women Managers in the National Health Service	91	(22)
Alison Linstead and Geraldine Callow
8 Can the Public Sector Learn? The Importation of 'Patient-Focused Care' in an NHS Hospital Trust	113	(16)
Chris Howorth, Frank Mueller and Charles Harvey
9 'It's a Leap of Faith, Isn't It?' Managers' Perceptions of PFI in the NHS	129	(12)
Sally Ruane
10 New Forms of 'Out-of-Hours' Care: From Collaboration to Competitive Entrepreneurialism	141	(20)
Catrina Alferoff and Mike Dent
Part IV New Public Management as Contested Terrain
11 The New Public Management and Higher Education: A Human Cost?	161	(16)
Elisabeth Berg, Jim Barry and John Chandler
12 A Bit of a Laugh: Nurses' Use of Humour as a Mode of Resistance	177	(14)
Sharon C. Bolton
Part V The Limits of New Public Management
13 Uses and Limitations of Performance Measurement in the Civil Service: An Assessment of the Singapore and New Zealand Experiences	191	(16)
David Seth Jones
14 Making a 'Success' Out of 'Failure': Darker Reflections on Private and Public Management	207	(18)
Tony Cutler
Index	225