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Dismantling the Organisational Settlement: Towards a New Public Management

In: The New Managerialism and Public Service Professions

Author

Listed:
  • Ian Kirkpatrick
  • Stephen Ackroyd
  • Richard Walker

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’.

Suggested Citation

  • Ian Kirkpatrick & Stephen Ackroyd & Richard Walker, 2005. "Dismantling the Organisational Settlement: Towards a New Public Management," Palgrave Macmillan Books, in: The New Managerialism and Public Service Professions, chapter 3, pages 49-75, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-50359-5_3
    DOI: 10.1057/9780230503595_3
    as

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