Suchergebnisse

Preface -- Governance -- The public good -- Legitimacy -- Identity -- Work -- Training -- Disorder -- Evidence -- References

Policing and Public Management takes a new perspective on the challenges and problems facing the governance of police forces across the UK and the developed world. Complementing existing texts in criminology and police studies, Morrell and Bradforddraw on ideas from the neighbouring fields of public management and virtue ethics to open the field up to a broader audience. This forms the basis for an imaginative reframing of policing as something that either enhances or diminishes "the public good" in society. The text focuses on two cross-cutting aspects of the relationship between the police and the public: public confidence and public order. Extending award-winning work in public management, and drawing on extensive and varied data sources, Policing andPublic Management offers new ways of seeing the police and of understanding police governance. This text will be valuable supplementary reading for students of public management, policing and criminology, as well as others who want to be better informed about contemporary policing

Across Western democracies, the public sector has undergone significant changes following successive waves of marketisation. Such changes find material expression in an organisation's logic and associated vocabulary. While marketisation may be adopted, a growing body of research explains how it is often resisted as public sector professionals reject its logic and vocabulary. We contribute to this debate by detailing additional, theoretically important responses. Rather than simply rejecting or adopting both the logic and vocabulary of marketisation, this article shows how UK museum professionals decouple these. Our analysis shows how museum professionals either fashion generic market vocabulary (e.g. customer, value) to pursue local projects or sustain terms such as public and culture to cling to longer-standing ideals of publicness. Partly because of the nature of cultural goods, we propose the museum sector as a paradigm case to illustrate this phenomenon, but our argument has broader implications for the public sphere.

AbstractVarious public administration jobs are described as "impossible," meaning that they have an unpopular or illegitimate client base, stakeholders have conflicting values, and leaders and their agency's mission are continually questioned. Although this framework is widely used, it has also become overgeneralized. The authors propose three theoretical extensions to understanding impossible jobs based on findings from a three‐year multimethod study of riot policing. First, a distinction can be drawn between impossible jobs and impossible tasks. Second, the relationship between impossible jobs and street‐level bureaucracy is clarified; the case of riot police shows that some street‐level bureaucrats face impossible tasks. Third, the authors show that the conceptualization of the client base has been overly static—in some situations, the client base fractures, or grows rapidly, and legitimacy can change in real time.

Political administrations try to present their policies in the best light to justify the ownership of power, and in doing so rely on rhetoric. The documents through which they communicate policy (policy texts) use rhetorical devices to do so. Through these, administrations need to create the impression that they have chosen the best possible course of action, and they also need to create the impression that they are doing something innovative. Both are aspects of entailment, and both are necessary to appeal to multiple constituencies. We illustrate this theoretical argument with analysis of a recent review of NHS policy.