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Essay / Research Paper Abstract
An 8 page paper that begins with the definitions of managerialism found in the literature. Managerialism with its focus on efficiency has become the dominant principle in the organization of social welfare agencies. Following a discussion of managerialism, the writer presents alternatives to this ideology. Bibliography lists 6 sources.
Page Count:
8 pages (~225 words per page)
File: MM12_PGmngsm.rtf
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n.d.). * Class consciousness between managers and workers that places "responsibility for organizational well-being" on managers and which provides support for a hierarchy (Edwards, n.d.). * Managers are the moral
agents of the company (Edwards, n.d.). Kniss also identifies efficiency as the most important tenet (Kniss, 1997). In the public sector, managerialism is intended to make public agencies more efficient
and also to "make bureaucracies more commonly efficient" (Kniss, 1997, p. 493). Managerialism is a concept that intends to hold public administrators as accountable for performance as private-sector managers are
held accountable (Kniss, 1997). Since most Americans view public agencies as bureaucratic hierarchies, the definition seems valid. Efficiency over effectiveness and a morass of bureaucratic red tape for the common
citizen trying to get anything done. Other writers offer slightly different definitions. Krantz and Gilmore (1990) and Scott (1992) define managerialism as an ideology (Edwards, n.d.). Krantz and Gilmore wrote
that managerialism is a "technocratic ideology which views analytical tools, developed to help managers make decisions, as ends in themselves" (Edwards, n.d.). Scott asserted that the belief system underlying managerialism
was in conflict with the basic principles of democracy, such as autonomy and individualism (Edwards, n.d.). Kociatkiewicz and Kostera define a managerialist as a person who believes organizations should
be run by professional managers (1998). They go on to say that when managerialism is introduced into an organization, what follows is "very structured descriptions and rules about decisions and
control" (Kociatkiewicz and Kostera, 1998, p. 383). As the private sector delved into restructuring, downsizing, and reorganization to increase profit and as accountability became an issue in private organizations,
a similar drive was seen in public agencies (Kniss, 1999). This trend was seen in most developed nations (Kniss, 1999). The trend towards even more efficiency and accountability has
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