UK public sector organizations: The rise of managerialism and the impact of change on social services departments

Abstract

Looks at the rise of managerialism in one part of the public sector in England, that of local authority personal social services departments. Considers the pressures for change which have been operating in this sector and the characteristics of these organizations themselves. Outlines examples of the specific management techniques now being used in this area and also the role of the manager in this new order. Later, draws on the results of a research programme which involved 102 senior managers from such organizations. Focuses on training and preparation for the management role in these organizations. Change has occurred at all levels. Considers the effects of change at three levels: that of these organizations generally; at the level of managers and the changing expectations placed on them; and at the possible effects of these changes on the career development of people working in these organizations.

Citation

Lawler, J. and Hearn, J. (1995), "UK public sector organizations: The rise of managerialism and the impact of change on social services departments", International Journal of Public Sector Management, Vol. 8 No. 4, pp. 7-16. https://doi.org/10.1108/09513559510096237