Chapter 4: Leadership, Administration and Management
RIVAL MANAGEMENT VALUES At the end of the 20th century management had become the philosopher’s stone of better government. Political leaders and management gurus advocating the development of a ‘new public management’ believed that better management would increase efficiency, lead to reduced taxation, improve the quality of public services and make those services more responsive to their users’ needs and wishes (Waldegrave, 1993). Above all, there was a widespread belief that, by the extension of the management practices of private businesses into the public services, the performance of their providers and the quality of the services they provided would be improved. This led to a ‘generic management’ movement, one of whose main tenets was that the principles of business management could be successfully applied to any organization operating in any economic or social context (Perry and Kraemer, 1983). Hence a major preoccupation of the political leaders of the New Right became improving public management, in part because of their belief that the ‘burden of the state’ needed to be reduced to its smallest possible compass. The way to secure this was to compel public servants to concentrate on achieving the maximum economy to save money and maximum efficiency to secure the provision of the most services possible for the least input of resources. Hence these political leaders demanded that public servants should address new management objectives set by imitating business management. However, this generic view conceals a series of fallacies (Elcock, 1995a). Above all, it does not recognize that the...
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.