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Keen, L. (1994). '"New" management in local government - Rhetoric or reality? A case study of changes in middle management roles and behaviour'. Management Research News 17(7/8/9): 40.
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A growing volume of literature during the 1980s and 1990s has focused on changes in local government management systems, involving essentially a move from bureaucratic and professionally dominated administration to more flexible and private sector style, customer oriented management of service provision. However, relatively little empirical investigation has been undertaken into the impact of these changes on middle managers' work roles. Middle managers play a key role in the implementation of these organizational changes. Using a case study analysis of a UK county council well advanced in its adoption of"new" management practies, the changes that middle managers have experienced in their work roles since the mid-1980s are discussed. The key features of the new management systems are identified, including the introduction of devolved management, contract management, and customer care approaches. A model of managerial roles is then used to summarize the main impact of these changes on middle managers' role performance.