Suchergebnisse

This article is a case study on the decision made by a local authority to contract- out school cleaning. This case study generates empirical findings, and is thus 'generalizable to theoretical propositions and not to populations or universes' (Yin, 1989, p21). It examines the making of the decision by Kent CC to contract- out school cleaning, and provides theoretical analysis on whether contracting- out of school cleaning reduced spending and whether it improved school cleaning. It argues that contracting-out reduced both spending on and standards of school cleaning. Moreover, it argues that contracting-out, and the consequent deterioration of the pay and conditions of employment, hurt workers already lowly paid (and in cleaning, lowly paid women in part-time work). Contracting- out is a cutback management strategy, and represents a form of cutting by privatising.

This article examines the role of regulatory agencies in the development of joined-up government. It argues that they have the potential to both control and influence those agencies they regulate, and consequently constitute potentially significant catalysts for joined-up government. However, there are dangers that rivalry between regulatory agencies (and their different sponsors) and non-collaborative regulatory regimes (including game-playing and regulatory capture) may frustrate such moves towards joined-up government. It also argues that joined-up government requires joined-up regulation, otherwise so-called "wicked problems" that spread across the joins of government are likely to remain unsolved, or at best partially solved. Moves towards joined-up government, including joined-up regulation, are likely to be hindered by the way in which the state is functionally organised and the entrenched interests of politicians, bureaucrats and professionals that have sustained such an organisational and functional carve-up of the state. Consequently progress towards joined-up government, if the past is anything to go by, is likely to be slow and possibly more aspirational than real.

Explores the links between processes of globalization and new public management (NPM), and examines their effects on the management of the police in particular. Assesses whether managerial unity or managerial disunity will characterize the future of police management. Looks at the effects of globalization on academic disciplines; the role of the State in an era of globalization; the rise of NPM; the effects of NPM on the management of the British police; the implications of police management reform for the police; and future scenarios of police management.

Since the late 1970s the public sector in Britain has been subject
to major reforms, which have been consistent with the prominent
international trend of bringing new public management into government.
The police service has escaped significant reform, particularly when
compared with other policy areas. But in 1993 the Conservative
government put forward a series of police reform measures, corresponding
largely to the tenets of new public management. However, despite
political commitment to reform, the implementation of many of the reform
proposals has been successfully resisted by the police. Provides an
explanation of the attempt to reform the police service by using a
policy networks approach.