Overview

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.

Full Product Details

Author:   Denis Saint-Martin (Assistant Professor, Department of Political Science, Assistant Professor, Department of Political Science, Universite de Montreal)
Publisher:   Oxford University Press
Imprint:   Oxford University Press
Dimensions:   Width: 15.70cm , Height: 1.50cm , Length: 23.40cm
Weight:   0.402kg
ISBN:  

9780199269068

ISBN 10:   0199269068
Pages:   264
Publication Date:   04 March 2004
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   To order  
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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

Reviews

`Review from previous edition well written ... provides a fascinating history of the management consulting industry ... both accounting and consulting.' Ian Clark, ISUMA, Jan 2001. Winner of Best Book Award 2002, Academy of Management (Public and Nonprofit Sector Division)

Review from previous edition well written ... provides a fascinating history of the management consulting industry ... both accounting and consulting. Ian Clark, ISUMA, Jan 2001. Winner of Best Book Award 2002, Academy of Management (Public and Nonprofit Sector Division)

Author Information

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).

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