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24 Critical Soc. Pol'y 5 (2004)

handle is hein.journals/critsplcy24 and id is 1 raw text is: U DONNA BAINES McMaster University, Canada Pro-market, non-market: the dual nature of organizational change in social services delivery Abstract New Public Management (NPM) has been adopted in a number of Canadian provinces. NPM is not merely a set of neutral and technical public management strategies, rather it is part of the creation of a minimalist, residual welfare state criss-crossed by pro-market, non-market practices. Drawing on themes emerging from original data gathered as part of a study of social service restructuring, this article elaborates some of the pro-market, non-market processes that dominate state-run and non-profit sections of the Canadian social services sector. Special atten- tion is paid to two processes that have had unexpected but major impacts on the deskilling, disciplining and narrowing of social services work, namely the mandatory licensure and specialization of some workers. Key words: deskilling, New Public Management, social work Introduction Dramatic processes of organizational change have swept through social services systems in many developed countries since the mid- 1980s. To date, however, little agreement exists concerning how to understand and analyse these processes. Some argue that the goal of these reorganization efforts has been to better favour the requirements of global capital (Esping-Andersen, 1996; Dominelli and Hoogvelt, 1996; Teeple, 1995) as measures including amalgamations, decentral- izations, downsizing, privatization and contracting out (Stephenson, 2000; Stanford, 1998; Cohen, 1997; Leonard, 1997) have occurred alongside calls for greater public accountability, efficiency and lowered Copyright @ 2004 Critical Social Policy Ltd 0261-0183 78 Vol. 24(1): 5-29; 039679 SAGE PUBLICATIONS (London, Thousand Oaks, CA and New Delhi), 10.117/0261018304039679 5

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