000			01954naa a2200241uu 4500
001			6877
003			OSt
005			20190211154154.0
008			020913s2005 xx ||||gr |0|| 0 eng d
100	1		_aVICKERS, Margaret H _911011
245	1	0	_aNew managerialims and Australian police o organizations : _ba cautionary research note
260			_c2001
520	3		_aFundamental "purposes" of Australian police organizations are examined, not with a view organizations are examined, not with a view to solving the complex and a ongoing question of an accountable police mandate, but to consider the difficulty of its reconciliation wiht the new managerialims sweeping numerous public organizations in Autralia - police organizations included. Briefly explores the purposes of policing and a problematic police culture as a lead in to a discussion on the possibly deleterious effects of new manageralims and its associated management faddism. Problems associated with the theory of managerialism, which police managers may not be aware of, are explored: manageralism and economic rationalism; management fads and tool tropism; manageralism as a thinly veiled control agenda; and the potencial human costs to police officers arising from manageralist approaches. Suggestions are made for ways forward for police organizations wich include a recognition of the down-side of manageralism and a sugested shift way from a belief in a purely rationalistc organization to one which recognizes and accomodates an actor`s "voice" as a legitimate input to growth, learning and institucional development
650		4	_aPolice _916313
650		4	_aAustralia _913665
650		4	_aPublic sector management _916314
650		4	_aManagerialism _916315
700	1		_aKOUZMIN, Alexander _95709
773	0	8	_tThe International Journal of Public Sector Management _g14, 1, p. 7-26 _d, 2001 _w
942			_cS
998			_a20020913 _bCassio _cCassio
998			_a20060508 _b1009^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c7035 _d7035
041			_aeng