Gerencialisme

El gerencialisme,^[1] a un nivell, implica la creença en el valor dels gestors professionals i en els conceptes i mètodes que utilitzen. Els escriptors contemporanis en gestió com Thomas Diefenbach^[2] associen el gerencialisme amb la jerarquia. Però els estudiosos també han vinculat el gerencialisme amb el control,^[3] amb la rendició de comptes,^[4] i amb una creença ideològica decidida en la importància d'organitzacions gestionades estretament,^[5] en contraposició a individus o a grups que no s'assemblen a una organització.

Referències modifica

↑ Consulta feta el 2020 al TermCat, sobre la traducció anglesa de Managerialism.
↑ Diefenbach, Thomas. Hierarchy and Organisation: Toward a General Theory of Hierarchical Social Systems (en anglès). Routledge, 2013-06-21. ISBN 9780415843928.
↑ For example: Enteman, Willard F.. «7: Managerialism». A: Managerialism: The Emergence of a New Ideology. Madison, Wisconsin: University of Wisconsin Press, 1993, p. 164. ISBN 9780299139247. «Managerialism does not hold that the corporation is so driven by an organic principle that individual managers have no effective choice in giving it direction. Whether the organization behaves in an organic way is, to an important extent, a result of the management's efforts, and the direction of that organic force is something over which management attempts to exercise control. Thus, managerialism has not accepted the underlying determinism of capitalism and socialism.»
↑ Miller, Karen Johnston; McTavish, Duncan. «9: Public policy and accountability». A: Making and Managing Public Policy. London: Routledge, p. 216. ISBN 9781135016906. «Accountability as managerialism [...] Hood and Lodge (2006: 186-187; Hood and Scott 2000) argue that NPM and managerialism have changed the nature of the public service bargain. [...] Thus, to demonstrate results, managerial accountability is employed with a combination of market accountability with more 'customer' focus to users of public services, and performance management regimes. The idea is to ensure that bureaucrats are more responsive to users of services (downward accountability) and report results and policy delivery to political masters (upward accountability). Ironically[,] managerial regimes have had unintended outcomes with civil servants becoming defensive about performance rather than being innovative - the exact opposite of what managerial regimes are designed to achieve (ibid).»
↑ MacBeath, John; Dempster, Neil; Frost, David; Johnson, Greer; Swaffield, Sue. «The policy challenge». A: Strengthening the Connections between Leadership and Learning: Challenges to Policy, School and Classroom Practice. Routledge. ISBN 9781351165303. «Managerialism may be described as seductive because it has an easy appeal with its endorsement of efficiency, effectiveness, and accountability. [...] This seductive argument has it that schools, and the organisations in which they are embedded, need to be more tightly managed, more transparent, and thus more easily held to account by their 'stakeholders'.»

[1] Consulta feta el 2020 al TermCat, sobre la traducció anglesa de Managerialism.

[2] Diefenbach, Thomas. Hierarchy and Organisation: Toward a General Theory of Hierarchical Social Systems (en anglès). Routledge, 2013-06-21. ISBN 9780415843928.

[3] For example: Enteman, Willard F.. «7: Managerialism». A: Managerialism: The Emergence of a New Ideology. Madison, Wisconsin: University of Wisconsin Press, 1993, p. 164. ISBN 9780299139247. «Managerialism does not hold that the corporation is so driven by an organic principle that individual managers have no effective choice in giving it direction. Whether the organization behaves in an organic way is, to an important extent, a result of the management's efforts, and the direction of that organic force is something over which management attempts to exercise control. Thus, managerialism has not accepted the underlying determinism of capitalism and socialism.»

[4] Miller, Karen Johnston; McTavish, Duncan. «9: Public policy and accountability». A: Making and Managing Public Policy. London: Routledge, p. 216. ISBN 9781135016906. «Accountability as managerialism [...] Hood and Lodge (2006: 186-187; Hood and Scott 2000) argue that NPM and managerialism have changed the nature of the public service bargain. [...] Thus, to demonstrate results, managerial accountability is employed with a combination of market accountability with more 'customer' focus to users of public services, and performance management regimes. The idea is to ensure that bureaucrats are more responsive to users of services (downward accountability) and report results and policy delivery to political masters (upward accountability). Ironically[,] managerial regimes have had unintended outcomes with civil servants becoming defensive about performance rather than being innovative - the exact opposite of what managerial regimes are designed to achieve (ibid).»

[5] MacBeath, John; Dempster, Neil; Frost, David; Johnson, Greer; Swaffield, Sue. «The policy challenge». A: Strengthening the Connections between Leadership and Learning: Challenges to Policy, School and Classroom Practice. Routledge. ISBN 9781351165303. «Managerialism may be described as seductive because it has an easy appeal with its endorsement of efficiency, effectiveness, and accountability. [...] This seductive argument has it that schools, and the organisations in which they are embedded, need to be more tightly managed, more transparent, and thus more easily held to account by their 'stakeholders'.»

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