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


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