International Journal of Applied Public Sector Management (ISSN: 1742-2655) Volume 1 Issue 1
University of Leicester"
“Action is consolatory. It is the enemy of thought and the friend of flattering illusions" Conrad: Nostromo
"We cannot learn without pain" Aristotle
Without doubt there has been a managerial revolution in British public sector organisations over the past fifteen years. This has been well documented (1). The revolution has at least two dimensions which will be explored within this paper. First, there has been the rise of "managerialism" within the system of public administration. This refers to the creation of a managerial class whose values and sense of purpose differ from those of the traditional public administrators and professionals who deliver public services. A consequence of this change has been the contestability of the values of public sector managers and public sector professionals. Second, the new public sector management (NPSM) is distinguished from the old by its vocabulary and the battery of techniques which have been imported into public service organisations. These techniques have not been neutral in their impact. They have in many cases radically changed the character and shape of public services.
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