NEW MODES OF CONTROL IN THE PUBLIC SERVICE

Abstract

Controversy exists regarding whether recent changes in the organization of the public services in the UK and elsewhere constitute a paradigm shift towards a post‐bureaucratic form. This article argues that in Britain three fundamental but interlocking strategies of control have been implemented over the last decade. First, there has been a pronounced shift towards the creation of operationally decentralized units with a simultaneous attempt to increase centralized control over strategy and policy. Second, the principle of competition (often attached to the development of market relations but sometimes not) has become the dominant method of co‐ordinating the activities of decentralized units. Third, during the most recent period there has been a substantial development of processes of performance management and monitoring (including audits, inspections, quality assessments and reviews), again a phenomenon largely directed towards operationally decentralized units. Taken together these three strategies do not describe a simple movement from a bureaucratic to a post‐bureaucratic form, rather they combine strong elements of innovation with the reassertion of a number of fundamentally bureaucratic mechanisms. This may be a peculiarly British phenomenon, certainly the excessive elements of centralization and formalization appear to depart from the ideal‐type of the post‐bureaucratic organization. It is argued that this‘British trajectory’can best be understood in terms of the continued relative decline of the British economy and the Conservative response to it, i.e. the drive to create a‘high output, low commitment’workforce.