New Managerialism In Education

This book examines the impact of neo-liberal reform on the traditional caring ethos of public services such as education, exploring how these reforms influence the appointment and experiences of senior management across the education sector.

The authors analyse changes in the management of recent professional academic work in British universities, examine the implications of mass higher education, and look at the impact of 'new managerialism' in 'knowledge-intensive' organisations.

In Europe welfare state provision has been subjected to 'market forces'. Over the last two decades, the framework of economic competitiveness has become the defining aim of education, to be achieved by new managerialist techniques and mechanisms. This book thoughtfully and persuasively argues against this new vision of education, and offers a different, more useful potential approach. This in-depth major study will be of great interest to researchers in the sociology of education, education policy, social theory, organization and management studies, and also to professionals concerned about the deleterious impact of current education policy on children's learning and welfare.

New Managerialism, New Welfare is a carefully integrated textbook that explores the continuing restructuring of the state and social welfare in the United Kingdom. It combines studies of specific policy areas - such as health, education, criminal justice, local government - with chapters that examine cross-cutting themes and developments. The book provides a thorough and critical reflection on New Labour's vision of the past and future of social welfare and public services in the construction of a `modern society'.

This timely and accessible book examines two waves of business influence that created models of schooling that are out of touch with the experiences of students, the professional expertise of teachers, and the needs and interests of local communities. The book also describes the forms of resistance that are currently emerging to fight for the democratic mission of a public education. Building on these promising efforts, the authors present a vision for a new democratic professional that is grounded in participatory communities of practice, as well as advocacy for and input from school communities. More than a critique of the state of education, this volume demonstrates how educators can build coalitions and advocate for policies and practices that respect their experience and knowledge and that support their students and communities. “This book advocates for democratic and equitable public schools with concrete, evidence-driven policies and practices.” —Janelle Scott, University of California, Berkeley “An important and accessible book that should be read by public educators at all levels.” —Ken Zeichner, University of Washington “Outlines a clear path forward for resisting counterproductive reforms.” —Tina Trujillo, University of California, Berkeley

This book explores the limits to rational management. The authors develop the idea of organizational irony as a central concept for analyzing and explaining management activity in a managerialist environment. Drawing on international research as well as their own extensive experience in educational organizations, the authors show that effectiveness is not necessarily the result of over-rationalistic approaches to educational management. Focusing on school leadership and management, authors Eric Hoyle and Mike Wallace suggest that major reforms have had limited success because the changes introduced have diverted school staff from their core task of promoting student learning. The result is dissatisfaction, frustration, and stress. The authors use the ironic perspective to show how practitioners respond by mediating the reforms.

Known as either ‘soft’ or ‘hard’ ‘managerialism’, ‘new managerialism’ or ‘new public management’, this new narrative has, irrespective of moniker, permeated the institutions of higher education almost everywhere. Taking this as its context, this volume is founded on a comprehensive international comparative analysis of the evolving role of middle-level academic managers—deans, heads of department and their equivalents. The chapters address key questions that will determine the future of academe: have the imperatives of management theory caused a realignment of the values and expectations of middle-level academic managers? In what way do the new expectations placed on this group shape the academic profession as a whole? And, whose interests do middle-level academic managers represent? Based on material presented at one of the high-level Douro Seminars on research into tertiary education, this volume systematically combines theoretical views with empirical analysis. It argues that ‘managerialist’ pressure has resulted in changes in the way academic performance is measured. There has been a shift in criteria away from research reputation, teaching and scholarship to the measurement of performance based upon management capacities. This has given middle-level academic managers a pivotal role halfway between the predilections of high-level decision makers and the maintenance of academic values and control. The enhanced expectations and more defined functions of middle-level academic managers are in clear contrast to earlier times, when the position was considered a public-spirited rite of passage for career-minded academics. Despite this, the contributors to this book believe that the middle-level managers in the ten countries examined are neither corporate lackeys nor champions of academe. It is becoming increasingly clear that the ability of organisations to achieve their aims is largely dependent on the skill and dedication of middle managers. Past studies of organisational dynamics have been preoccupied with the executive level of management. This text, which will be of great interest to researchers and policy makers alike, attempts to redress the balance.

The book examines whether educational reforms are attributable to 'new right' ideologies or to broader notions of 'new managerialism', before looking critically at concepts of active citizenship, what constitutes lay administration of schools, and the knowledge resources drawn upon by lay school governors. Careful attention is paid to issues of class, gender and ethnicity, and the voices of both governors and teachers are heard throughout. The book will be relevant to anyone concerned with critical public policy, the governance and management of schools and/or educational reform, including school governors, teachers and headteachers, policy makers and politicians. All three authors are experienced school governors.