Ideology and the University

Ideology underpins recent transformations of British universities; it forms an unquestioned backdrop to policy‐making. The ideology at issue is a market‐based neo‐liberalism—accompanied by a doctrinaire private‐sector managerialism. Universities employing this ideology envision it as common sense. The ideology is thus not proselytised, but rather structures the vernacular of university speech. In reality it is a highly politicised ideology masquerading as a managerial reality. Its effect on universities has been profoundly destructive. The dignified public good of higher education has now become a huckstering marketised mechanism. What is so perplexing is the quiescence of universities. The ideology is so hegemonic that it appears exempt from criticism. University administrators are now quite unapologetic ideological functionaries and we need to relearn how to criticise those who manage us. Ultimately no ideology lasts, this present one will be supplanted, the question is what level of damage to civil and intellectual life will it inflict?     

The architecture of risk management

Abstract

Power's book examines how organizations are designed through risk-based science, law and managerial techniques. As organizations have come to think of, reform and govern themselves through the vague but powerful notion of risk, both the fortunes of the managers who conceive of these designs and the behaviour of the organizations themselves have been affected. Power develops four themes as he analyses the consequences of these moves towards risk management as governance. First, he notes the tensions that have emerged as risk management systems take in information about uncertainty in the operational environment and process it into risk, while simultaneously producing yet more uncertainty. Second, he offers an account of developments in the system of professions as the abstractions of mathematical risk analysts have lost ground to managerial approaches to the processing and uses of risk. Third, he applies neo-liberal notions of the individual to organizational behaviour in an analysis of the conflict between risk-embracing profit motives and risk-averse precautionary instincts. Fourth, he argues that the uptake of risk management techniques and discourses in organizations has fundamentally changed the way they view themselves and operate in the world. As better risk management through internal self-control has become the obvious solution to every problem, enterprise values and trust have imploded. We close our review with a critique of this implosion thesis, suggesting directions for future research for socio-legal, governance and organizational behaviour scholars.     

Protecting the living: Managerialism and professional turf wars in risk regulatory death investigations

This paper demonstrates how general trends in the management of public institutions, and a specific turf war between the doctors and lawyers in Ontario, Canada, have combined to shape an important risk regulatory decisionmaking process: the coroner's inquest. Drawing on ethnographic evidence, I show how the priorities of managerialism, and the collateral effects of physician coroners battling with lawyers, have reduced the number of public inquests convened in Ontario by 80 per cent over a 20‐year period. Where many public safety decisions affecting the province's legal, policy, and physical environments were once made at public inquests, they appear now more likely to be made in private. The paper examines the implications of reduced public participation in the analysis of, and response to, death.     

TRUST OR CONTROL? PRIVATE DEVELOPMENT COOPERATION AT THE CROSSROADS

Non‐Governmental Organizations (NGOs) in the field of international development are increasingly adopting so‐called managerial working methods. This article explores the changing belief systems and practices of Northern development NGOs as well as the strains arising from this adoption. We draw upon a literature review and case studies of two Northern development NGOs and their Southern counterparts in Ghana, India and Nicaragua. Our findings show that managerialist ideas and practices clash with a number of values, views and goals that “traditionally” have been widely shared in the private aid channel. To ensure that their actual practices remain consistent with their belief systems, Northern development NGOs cannot avoid making tough choices that will have key consequences for their future relevance and identity. Copyright © 2013 John Wiley & Sons, Ltd.     

Being a Good Senior Manager in Indigenous Community Governance: Working with Public Purpose and Private Benefit

This article seeks to understand the role of being a senior manager in Indigenous community governance, particularly though not exclusively in remote Aboriginal communities. It argues against the tendency of would‐be reformers of Indigenous community governance to focus on the competence and ethical qualities of those who occupy these roles and asks instead how can isolated managerialism in Indigenous community governance be overcome? The article begins with an overview of Ralph Folds' analysis of relations between Pintupi settlements and the larger Australian polity. While taking much from Folds' analysis, the article argues that ultimately he relies too heavily on the idea of antithetical worldviews across the settlement interface, on a problematic distinction between the official and private uses of publicly allocated resources and on too idealist a view of the Australian state. The article argues that the state's allocation of public resources inevitably involves a flow of private benefits and that public purposes and private benefits are not different phenomena, but rather different perspectives on state action. In contrast to Folds' idealism about the state, the article outlines a more thoroughly realist or materialist analysis of being a good senior manager in Indigenous community governance. In its concluding section, the article makes some suggestions for overcoming isolated managerialism in Indigenous community governance oganisations.     

Why adaptive management will not save us: Exploring management directives' interaction with practice

Sparked by the critique of practitioners and academics on the excessive managerialisation of development project management, the donor community turns increasingly towards adaptive management approaches. Rather than examining the effectiveness of the new adaptive management trend, the article deals with the more fundamental question of how the underlying relationship between management frameworks and practice can be characterised. To this end, the article analyses the practices of a select number of Dutch Civil Society consortia that are working with a new adaptive management framework. Making use of a practice theory approach, the analysis finds that rules are not directly translated into practice. The presented rules (innovations) are always mediated by antecedent practice, shared histories and interactions amongst individuals, communities and artefacts. Notably, the flexibility provided for in the framework does not reach all links in the aid chain equally and is counterbalanced by the institutional realities of the aid system. The article therewith adds to the literature on everyday development management cautioning against overestimating the effects of management tools, as they operate within and are determined by the funding and accountability requirements of the larger aid regime.     

Machinery of government and standards in public service: teaching new dogs old tricks

Abstract

For much of the last thirty years the main leitmotif animating Civil Service reform in the UK has been that efficiency and effectiveness in public services can be achieved by adapting management methods and practices derived from commercial enterprise. In the process of making the dreams and schemes of that plural singularity we have come to call ‘managerialism’ operational though, something valuable appears to have been lost, and that something is the Civil Service as a unified ‘constitutional bureaucracy’. In this article I explore some of the unfortunate governmental and administrative consequences of these managerially minded reforms. In particular, I seek to highlight the continuing relevance of what have been routinely characterized as outmoded and anachronistic machineries of government, and to stress the importance of the increasingly forgotten core business of public administration: the running of a state and of a constitution.     

评美国公共行政理论中的宪政主义范式

美国公共行政理论中的宪政主义范式在夯实方法论基础、拓展理论视野和充实知识框架等方面为公共行政学的发展作出了积极的贡献。但与此同时,宪政主义范式也招致不少学者的批判,主要表现为:宪政主义的价值理念违背了公共行政学成立的初衷;宪政主义的规范取向,是一种空洞的理论;宪政主义内部价值之间存在着悖论;宪政主义过于强调一元路径,忽视了公共行政的本质。未来美国公共行政理论中的宪政主义范式在迈向成熟化和系统化的过程中,必须要在行政哲学、价值理念、方法论和政府管理领域等方面实现合理的转变。     

公共管理责任机制与我国责任型政府的构建

公共管理责任机制作为一种约束政府行为的有效机制,把政府与公民联系起来,并促使政府最终对公民负责。迄今为止,公共管理产生了两种责任机制,即传统责任机制与管理主义责任机制。基于对传统责任机制和管理主义责任机制的比较与分析,我国责任型政府的构建,应着重从以下几个方面进行:转变政府职能,建立有限政府;创新施政理念,建立人本政府;坚持依法行政,建立法治政府;完善监督机制,建立透明政府;加强行政伦理,自觉履行责任。     

The Changing Facets of Public Administration in the United Arab Emirates

ABSTRACT

This article is an in-depth profile of the public administration system in the United Arab Emirates (UAE). It specifically focuses on the relationship between the state, the market and civil society, the structure of the government and the civil service system and its functional areas. Reform initiatives undertaken in all these areas over the last decade have also been discussed. The findings reveal that the public administration system in the UAE has demonstrated considerable developments in facilitating the market forces, opening space for civil society and modernizing the civil service system.