Maddock S, Morgan G
The International Journal of Public Sector Management, (UK), Vol 11 No 4 98. Start page: 234. No of pages: 18
Looks at the role and effectiveness of public agencies in the UK, barriers to the movement away from bureaucratic administrations formed as a feature of the contracting environment and the impact which health and social service reforms have had on staff: new skills required to manage competition, reduced morale, changed management processes and cross-departmental working. Contends that the impact of contracting and managerialism has resulted in a loss of social capital and a mismatch between management and contracting models and the policy desire for partnership and collaboration between individual staff and individual agencies. Claims that a combination of a medical resistance to managerialism and the medical establishment’s traditional codes of practice forms a major obstacle to bringing professionals and agencies together. Explores issues of equal opportunities and the particular views, perceptions and experiences of women managers in relation to managerialism.
Subject(s): NATIONAL HEALTH SERVICE, UNITED KINGDOM, PUBLIC SECTOR, SOCIAL SERVICES, MANAGEMENT, BUSINESS DEVELOPMENT
Database: TMA: Top Management Abstracts
Style: Journalistic. ISSN: 0951-3558. Reference: 27AR896
Reproduced by permission of Anbar Management Intelligence