The UK public sector modernization agenda Reconciliation and renewal?

Abstract

The New Labour government came into power in May 1997 with an agenda to reform public services. The key strategy to achieve reform was the concept of modernization. Central to this is the rhetoric of renewal through collaboration, partnership and inclusion. Based upon the authors' research and consultancy activities, this article will explore the emergent modernization programme in policy terms, and also in terms of the organizational consequences for health, welfare and other public agencies.Our argument is that though it was brought in as an antidote to the 'excesses' of Thatcherism, the momentum of modernization is being maintained by recourse to centralist and managerialist strategies and prescriptions. We recognize that New Labour's approach is paradoxical because modernization at its heart espouses the principles of fairness, effectiveness and decentralization; yet it seeks to deliver these in ways which are sometimes experienced by public sector workers and users as disempowering and controlling.

Lesbian, Gay and Bisexual Equality in a Modernizing Public Sector 1997–2010: Opportunities and Threats

“…Thus, the managerial imperative to improve efficiency, effectiveness and economy, utilise quantifiable output measures and performance targets and privatize or integrate private sector management practices via a plethora of initiatives has continued unabated in the public sector post-1997 (Newman 2002;Newman and Clarke, 2009). Others more pragmatically, point to the contradictions and opportunities that are present in the modernization agenda, with its rhetoric of collaboration, partnership and inclusion (Ahmed and Broussine, 2003). Breitenbach et al (2002), for example, suggest that although Labour's policies may have represented continuity in terms of an attachment to the market they also represented political and constitutional change, resulting in a more positive climate for equalities.…”

Equality and diversity in the public services: moving forward on lesbian, gay and bisexual equality?

“…For those who work in the public services, there can be a gap between the aims of modernisation and the experience of those working on the ground (Ahmed and Broussine, 2003: 60). The public sector has traditionally sought to promote itself as in the forefront of equality and diversity employment policy and practice, not only as an ‘employer of choice’, but also on the grounds that a diverse workforce would be better able to provide services to a diverse community.…”

The Translational Role of Hybrid Nurse Middle Managers in Implementing Clinical Guidelines: Effect of, and upon, Professional and Managerial Hierarchies

“…NPM reforms involve a number of overlapping concepts, broadly encompassing the need to cut costs and improve quality through managerial, rather than professional, power (Diefenbach, ). Despite frequent attempts at organizational change, however, professionals are often seen as resistant to NPM reforms, viewing generalist managerial structures with distrust or suspicion (Ahmad and Broussine, ). Such professional resistance to managerialism, and an enduring commitment to professional identities and cultures, has led to an increased focus by policy makers on the need for hybrid middle managers (HMMs), who combine managerial and professional responsibilities (Llewellyn, ), with growing evidence of their pivotal role in managing and organizing contemporary healthcare (Dickinson et al ., ).…”