Dismantling the Organisational Settlement: Towards a New Public Management

Ian Kirkpatrick, Stephen Ackroyd and Richard Walker

Chapter 3 in The New Managerialism and Public Service Professions, 2005, pp 49-75 from Palgrave Macmillan

Abstract: Abstract The aim of this chapter is to describe how, from the early 1980s, attempts were made to radically transform the institutions and practices of the post war organisational settlement. We argue that over this period there occurred a ‘break with the interplay between the state and the professions’ (Jepperson et al., 2002: 1564). This process weakened the influence and ‘institutional autonomy’ (Flynn, 1999; Evetts, 2002) of organised professional groups. Added to this, and of central concern to us in this book, were attempts to transform the management arrangements of professional services. According to Exworthy and Halford (1999a: 3–4), the new managerialism represented a ‘strategic weapon with which to curb the powers of overly independent professionals’. Under both Conservative and New Labour governments, a primary goal of policy has been to move away from the custodial pattern of administration described in Chapter 2. The aim was to establish in these services a new and supposedly more effective ‘managerial mode of coordination’.

Keywords: Public Service; Professional Group; Public Management; Housing Association; Labour Government (search for similar items in EconPapers)
Date: 2005
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-50359-5_3

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DOI: 10.1057/9780230503595_3

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