This book seeks to explain why the changes produced by the new managerialism have been more radical in some countries than in others. Saint-Martin 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.
This book seeks to explain why the changes produced by the new managerialism have been more radical in some countries than in others. Saint-Martin 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.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Denis Saint-Martin is Assistant Professor in the Department of Political Science at Concordia University, Montreal. Previous positions include Assistant Professor, School of Public Administration, Carleton University, Ottawa (1998-9), and Post-Doctoral Fellow, Center for European Studies, Harvard University (1996-8).
Inhaltsangabe
* 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
* 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
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