Author/Editor Description: Janet Newman is Senior Lecturer in the School of Public Policy, University of Birmingham. She is co-author of ′The Managerial State′ (with J Clarke, SAGE 97), author of ′Shaping Organisational Cultures in Local Government′ (96), and co-editor of ′Gender, Culture and Organisational Change (with C Itzin, eds, 95).

• From the Cradle to the GraveThe Crises of the post-War Welfare SettlementsTowards the Managerial State?A Change for the Better? The Tyranny of TransformationThe Making of ManagementRegimes of PowerIncentives, Institutions and IdentitiesShaping the Managerial StateCapturing the CustomerThe Politics of RepresentationReinventing the PublicAn Unstable State?

`The Managerial State can be situated as part of a critical literature on public sector managerialism to which it makes a valuable contribution...Clarke and Newman have produced a thoughtful and stimulating book. Their focus is on the British experience and this is unfashionable when this is a sine qua non to produce comparative work in social policy. However, they produce the robust justification of this approach; that as different countries have pursued different attempted solutions to economic recession and crisis and these in turn depend upon a specific combinations of national politics and circumstances then a national focus is fully justified. In the view of this reviewer such an emphasis on Britain serves to enhance rather than diminish the value of the book.′ Journal of Social Policy`A significant contribution to the growing body of work which charts the impact of management theory on welfare organizations in the United Kingdom′ - International Social Work

Author/Editor Description: Janet Newman is Senior Lecturer in the School of Public Policy, University of Birmingham. She is co-author of ′The Managerial State′ (with J Clarke, SAGE 97), author of ′Shaping Organisational Cultures in Local Government′ (96), and co-editor of ′Gender, Culture and Organisational Change (with C Itzin, eds, 95).

• From the Cradle to the GraveThe Crises of the post-War Welfare SettlementsTowards the Managerial State?A Change for the Better? The Tyranny of TransformationThe Making of ManagementRegimes of PowerIncentives, Institutions and IdentitiesShaping the Managerial StateCapturing the CustomerThe Politics of RepresentationReinventing the PublicAn Unstable State?

`The Managerial State can be situated as part of a critical literature on public sector managerialism to which it makes a valuable contribution...Clarke and Newman have produced a thoughtful and stimulating book. Their focus is on the British experience and this is unfashionable when this is a sine qua non to produce comparative work in social policy. However, they produce the robust justification of this approach; that as different countries have pursued different attempted solutions to economic recession and crisis and these in turn depend upon a specific combinations of national politics and circumstances then a national focus is fully justified. In the view of this reviewer such an emphasis on Britain serves to enhance rather than diminish the value of the book.′ Journal of Social Policy`A significant contribution to the growing body of work which charts the impact of management theory on welfare organizations in the United Kingdom′ - International Social Work

Author/Editor Description: Janet Newman is Senior Lecturer in the School of Public Policy, University of Birmingham. She is co-author of ′The Managerial State′ (with J Clarke, SAGE 97), author of ′Shaping Organisational Cultures in Local Government′ (96), and co-editor of ′Gender, Culture and Organisational Change (with C Itzin, eds, 95).

• From the Cradle to the GraveThe Crises of the post-War Welfare SettlementsTowards the Managerial State?A Change for the Better? The Tyranny of TransformationThe Making of ManagementRegimes of PowerIncentives, Institutions and IdentitiesShaping the Managerial StateCapturing the CustomerThe Politics of RepresentationReinventing the PublicAn Unstable State?

`The Managerial State can be situated as part of a critical literature on public sector managerialism to which it makes a valuable contribution...Clarke and Newman have produced a thoughtful and stimulating book. Their focus is on the British experience and this is unfashionable when this is a sine qua non to produce comparative work in social policy. However, they produce the robust justification of this approach; that as different countries have pursued different attempted solutions to economic recession and crisis and these in turn depend upon a specific combinations of national politics and circumstances then a national focus is fully justified. In the view of this reviewer such an emphasis on Britain serves to enhance rather than diminish the value of the book.′ Journal of Social Policy`A significant contribution to the growing body of work which charts the impact of management theory on welfare organizations in the United Kingdom′ - International Social Work