000			01618pab a2200193 454500
008			180718b2007 xxu||||| |||| 00| 0 eng d
100			_aAckroyd, Stephen
245			_aPublic management reform in the UK and its consequences for professional organization: a comparative analysis
260			_c2007
300			_ap.9-26.
520			_aIt is often assumed in the literature on public management reforms that radical changes in values, work and organization have occurred or are under way. In this paper our aim is to raise questions about this account. Focusing on three services in the UK, each dominated by organized professions - health care, housing, and social services - significant variations in the effectiveness of reforms are noted. The available research also suggests that these outcomes have been inversely proportional to the efforts expended on introducing new management practices. The most radical changes have been in housing, where, paradoxically, successive UK governments focused least attention. By contrast, in health and social ser vices, management restructuring has been less effective, despite the greater resources devoted to it. This variation is attributed to professional values and institutions, against which reforms were directed, and the extent to which different groups became locked either into strategies of resistance or accommodation. - Reproduced.
650			_aAdministrative reform - Great Britain
650			_aAdministrative reform
700			_aWalker, Richard M.
700			_aKirkpatrick, Ian
773			_aPublic Administration
908			_aN
909			_a74669
999			_c74669 _d74669