Jump to ContentJump to Main Navigation
The Art of the StateCulture, Rhetoric, and Public Management$
Users without a subscription are not able to see the full content.

Christopher Hood

Print publication date: 2000

Print ISBN-13: 9780198297659

Published to Oxford Scholarship Online: November 2003

DOI: 10.1093/0198297653.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 09 December 2019

Doing Public Management the Egalitarian Way

Doing Public Management the Egalitarian Way

Chapter:
(p.120) 6 Doing Public Management the Egalitarian Way
Source:
The Art of the State
Author(s):

Christopher Hood (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/0198297653.003.0006

In the four chapters of Part II, public management ideas that loosely correspond to each of the four polar world views identified by cultural theory are discussed; here the cultural‐theory framework is mixed with a historical perspective to survey recurring approaches to public management that can be loosely characterized as hierarchist (Ch. 4), individualist (Ch. 5), egalitarian (this chapter), and fatalist (Ch. 7). Like individualism and hierarchism, egalitarianism embodies a particular vision of control of public management both within organizations and by the society at large, and that approach to organization can be linked to a broader vision of good government that takes groupism rather than bossism, choicism, or chancism as the point of departure or central organizing principle for co‐operative behaviour. The egalitarian approach to organization involves at least three closely interrelated elements: these are group self‐management, control by mutuality, and maximum face‐to‐face accountability. A fourth idea often associated with egalitarianism is the view that the process by which decisions are reached in an organization or group is just as important, if not more so, than the results or outcomes in a narrow sense—i.e. the achievement of the substantive policy goals of egalitarians is not held to be more important than reaching the process goal of decision‐making through high‐participation weak‐leadership structures. The main sections are: What Egalitarians Believe; The Managerial Critique of Egalitarianism; and Varieties of Egalitarianism.

Keywords:   accountability, control by mutuality, cultural theory, decision‐making process, egalitarian public management, egalitarianism, face‐to‐face accountability, group self‐management, groupism, high‐participation weak‐leadership structures, public management

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .