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Conclusion: Taking Stock of the New Public Management

  • Ian Kirkpatrick
  • Stephen Ackroyd
  • Richard Walker

Abstract

From the preceding chapters it is clear that, over the past two decades, public services in Britain were subjected to some unprecedented demands for change. Conservative governments initially sought to control the costs of welfare provision, but subsequently turned to the reorganisation of services by introducing more management to augment their cost cutting agendas. They did this on the assumption (which was not seriously disputed) that doing so would increase efficiency. Broadly speaking, the goal was to substitute a model of managed provision for the existing ‘custodial’ producer driven approaches to organising work. This turned out to be a project involving fundamental reform, which, as time went on, drew intellectual credibility from private sector management ideas to which successive governments were increasingly and overtly committed.

Keywords

Public Service Social Care Professional Group Public Management Housing Association 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Ian Kirkpatrick, Stephen Ackroyd and Richard Walker 2005

Authors and Affiliations

  • Ian Kirkpatrick
  • Stephen Ackroyd
  • Richard Walker

There are no affiliations available

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