Denis Saint-Martin – författare

In the 1980s and 1990s the world of governance witnessed a far-reaching change from the Weberian model of bureaucracy to the 'new managerialism' - a term used to describe the group of ideas imported from business and mainly brought into government by management consultants. Over the past fifteen years, the British, French, and Canadian governments have spent growing sums of money on consulting services and, as a result, policy-makers inside the state have increasingly been exposed to the business management ideas that consultants bring into the public sector. Nevertheless, there are major differences in the extent to which reformers in the three countries embraced these ideas in the process of bureaucratic reform. Accordingly, this is a book about policy change and variation. It seeks to explain why the changes produced by the new managerialism have been more radical in some countries than in others. Building the New Managerialist State shows that the political reception given by governments to managerialist ideas has been significantly shaped by the openness of policy-making institutions to outside expert knowledge and on the organization, development, and social recognition of management consultancy.

In the 1980s and 1990s the world of governance witnessed a far-reaching change from the Weberian model of bureaucracy to the 'new managerialism'-a term used to describe the group of ideas imported from business and mainly brought into government by management consultants. Over the past fifteen years, the British, French, and Canadian governments have spent growing sums of money on consulting services and, as a result, policy-makers inside the state have increasingly been exposed to the business management ideas that consultants bring into the public sector. Nevertheless, there are major differences in the extent to which reformers in the three countries embraced these ideas in the process of bureaucratic reform. Accordingly, this is a book about policy change and variation. It seeks to explain why the changes produced by the new managerialism have been more radical in some countries than in others. Building the New Managerialist State shows that the reception given by states to managerialist ideas depends on the openness of policy-making institutions to outside expert knowledge and on the organization, development, and social recognition of management consultancy.

This important volume looks at conflicts of interest, codes of ethics, and the regulation of corruption in the United States, Canada, the United Kingdom, Australia, and the European Community. It finds that there is less corruption than ever before, but the gap between public expectations and perceptions has nevertheless widened. Moreover, it questions the dominant academic approach to applied ethics, with its emphasis on training, standards and procedures, and, ultimately, regulation. In contrast, the authors featured in this volume argue that governance is a social process. Ethical governing means attending to the relational aftermath of complex decisions - the ways in which decisions and their execution affect and sustain social relationships. Moreover, applied ethical reasoning in this context must not only confront certain stock issues, but must also lead to widespread participation in decision making processes. Viewed in this way, ethical governing means a respectful discourse involving widespread participation of legitimate viewpoints. Consequently, the authors suggest that the nearly universal dissatisfaction with the state of public ethics is a manifestation of something deeper and more profound. As one author explains, public perceptions won't look up so long as politics remains a spectator sport, dominated by 'sleaze ball tactics and shrinking sound bites'.