Making Public Services Management Critical

Graeme Currie is Professor of Public Services Management at Nottingham University Business School. He is also Director of one of the NIHR funded Collaborations for Leadership in Applied Health Research & Care (CLAHRC). His main areas of research critically focus upon policy-promoted panaceas for organisational ills of leadership, knowledge management and reconfiguration of professional roles and relationships.Jackie Ford is Professor of Leadership and Organization Studies at Bradford University School of Management. Current research explores leadership as a discursive and performative phenomenon, examining contemporary discourses of leadership and their complex inter-relations with gender and identity for managers. She is committed to identifying the human effects of managerial and organizational changes approached from feminist, poststructural and psychoanalytic theoretical perspectives. She has co-authored Leadership as Identity: Constructions and Deconstructions and has published in a range of journals including Journal of Management Studies, Leadership, Management Learning, Organization, Sociology.Nancy Harding works at Bradford School of Management teaching organisation studies and directing the School’s DBA programme. She has published books on The Social Construction of Dementia (1997); The Social Construction of Management (2003, Routledge) and, with Jackie Ford and Mark Learmonth, Leadership as Identity (2008). She is currently working on a book to be called On Being at Work, which will be published by Routledge in 2010. Her papers have appeared in journals including Organization Studies, Organization, Journal of Management Studies, Sociology, etc. She is editor of Journal of Health Organization and Management.Mark Learmonth teaches qualitative research methods and public sector management at Nottingham University Business School. He worked in the UK NHS for almost 17 years and still writes mainly about this sector - though with increasingly regular forays elsewhere.

• Introduction: Making Public Services Management Critical Graeme Currie and Mark Learmonth Section 1: Rethinking the Background 1. From Collective Struggle to Customer Service: The Story of How Self Help and Mutual Aid Led to the Welfare State and Became Co-Opted in Market Managerialism Patrick Reedy 2. Toward Unprincipled Public Service: Critical Ideology, the Fetish of Capitalism, and Some Thoughts on the Future of Governance Frank E. Scott 3. Sheep in Wolf’s Clothing: Schools, Managerialism, and Altering Ideologies Patricia A.L. Ehrensal 4. Public Sector Management? But We’re Academics, We Don’t Do That Sort of Thing! Michael Humphreys and Mark Learmonth Section 2: Critique of Mainstream Orthodoxy 5. The Inevitability of Professions? Robert Dingwall 6. Critical Risk Management: Moral Entrepreneurship in the Management of Patient Safety Justin Waring 7. Public Participation in State Governance from a Social-Theoretical Perspective Graham P. Martin 8. Marketing the Unmarketable: The Vlaams Belang, a 'Party Unlike Any Other' Mona Moufahim, Michael Humphreys and Darryn Mittusis 9. A Critical Realist Analysis of Institutional Change in the Field of Us Nursing Homes Martin Kitchener and Bernard Leca Section 3: Radical Alternatives 10. Critical Leadership Theorising and Local Government Practice Jackie Ford 11. Individual Patient Choice in the English National Health Service: The Case for Social Fantasy Seen from Psychoanalytic Perspective Marianna Fotaki 12. From Metaphor to Reality: A Critical View of Prisons Finola Farrant 13. Queer(y)ing Voluntary Sector Services: An Example from Health Promotion Nancy Harding and Hugh Lee 14. The Contribution of Existential Thinking to Public Services Management John Lawler 15. Adding Value to Critical Public Services Management Craig Prichard. Conclusion: What is to be done? On the Merits of Micro-Revolutions Jackie Ford and Nancy Harding. About the Contributors. Notes. Index

'This is an exciting book for both inquiring academics and frustrated practitioners - refreshing in its willingness and ability to challenge many of the shibboleths that are still associated with an overly managerialist approach to the reform of public service organisations' Robert Gregory (Victoria University of Wellington, New Zealand)