Chapter

Managerial Rationalities

Mark Bevir and R. A. W. Rhodes

in The State as Cultural Practice

Published in print April 2010 | ISBN: 9780199580750
Published online May 2010 | e-ISBN: 9780191723179 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780199580750.003.0007
Managerial Rationalities

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Chapter 7 examines the rationalities or technologies used by government, specifically the rationality associated with the new public management, or managerialism, with its emphasis on targets and performance measurement. It decentres the Blair government's putative reforms of a central feature of the British state as understood by Westminster elites, notably the civil service. It tells three stories about the civil service and public service delivery. First, there is the centralization story, which claims the changes sought to increase the power of the Prime Minister at the expense of Cabinet and the Departments. Second, there is the management story, which claims the reforms of the civil service foundered on Blair's lack of policy making and management skills. Finally, there is the governance story, which argues the Prime Minister is locked into webs of dependence that undermined his initiatives.

Keywords: rationalities; Blair; prime minister; civil service reform; narrative; centralization; managerialism; governance

Chapter.  7650 words. 

Subjects: Comparative Politics

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