02008pab a2200193 454500008004000000100002600040245010600066260000900172300001300181362001100194520137800205650001801583650002601601700002101627773003501648909001001683999001701693952010401710180718b1996   xxu||||| |||| 00| 0 eng d  aCarroll, Barbara Wake  aIs there empirical evidence of a trend towards "managerialism?: a longitudinal study of six countries  c1996  ap.535-53  aWinter  aIn the past decade, there has been a considerabale amount written about the development of "managerialism" and the "new public management" (NPM) in the Western, primarily Westminster-type, democracies. There has even been some concern expressed that the trend towards managerialism, with its lack of emphasis on the acquisition of technical competence, may be undermining policy capacity and the career public service itself. This paper addresses the question of whether there has been a trend towards managerialism over time. Specifically, this paper looks at whether changes in three objective measures of "managerialism" - mobility, education, and management type - indicate a shift towards managerialism in the senior levels of selected departments in Australia, Britain, Canada, New Zealand, the United States and Mauritius, during the period between 1971 and 1991. There is little evidence of such a trend. There has been, however, a slight shift in the "management type" of senior bureaucrats towards administrative rather than towards technical expertise and an increase in the number of administratively managed departments. If there is a large scale shift towards managerialism, it must be manifested in improved management skills on the part of technical managers or in improved technical knowledge and skills on the part of administrative managers. - Reproduced  aCivil service  aPublic administration  aGarkut, David E.  aCanadian Public Administration  a35478  c35478d35478  00104070aIIPAbIIPAd2018-07-19hVolume no: 39, Issue no: 4pAR35734r2018-07-19w2018-07-19yAR