New Spirits of Public Management…‘Post-Bureaucracy’

Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

Abstract

The chapter explores some of the reforms of the public administration as a bureaucratic institution of government that have accompanied the rise of the New Public Management and Network Governance, and examines their consequences for the relationship between ‘person’ and ‘office’ in the practice of governmental administration. Although, Boltanski and Chiapello have little to say on the topic of public management reform, in itself something of a lacuna in their project, the chapter seeks to make connections, and draw some distinctions, too, with the analysis of the New Spirit of Capitalism that they they proffer. In so doing, the chapter draws attention to the manner in which bureaucratic practices in governmental administration, routinely represented as ‘anachronistic’ by contemporary reformers, can be seen to provide some useful illustrations of the ‘conservation standards’ appropriate to the political management of the state, including the management of ‘change ‘within the state. The chapter suggests that there is not only a suppleness and integrity to the practices of hierarchical bureaucracy that often eludes the gaze of its critics, but also that bureaucracy itself in producing predictability in a state's decisions, actually enhances, indeed, even constitutes, the freedom and flexibility of those operating within the state's field of vision.


Original languageEnglish
Title of host publicationNew Spirits of Capitalism : Crises, Justifications, and Dynamics
EditorsPaul du Gay, Glenn Morgan
Place of PublicationOxford
PublisherOxford University Press
Publication date2013
Pages274-293
Chapter12
ISBN (Print)9780199595341
ISBN (Electronic)9780191750755
DOIs
Publication statusPublished - 2013

Cite this

du Gay, P. (2013). New Spirits of Public Management…‘Post-Bureaucracy’. In P. D. Gay, & G. Morgan (Eds.), New Spirits of Capitalism: Crises, Justifications, and Dynamics (pp. 274-293). Oxford University Press. https://doi.org/10.1093/acprof:oso/9780199595341.003.0012