CHAPTER
8
Managerialism and
Information Technology
I. LEARNING OBJECTIVES
After reading Chapter 8 in the textbook, the student should be able to:
1. Explain the doctrine of Managerialism in the context of
pp. 323–332
2. Define performance management as a framework for suc-
pp. 333–338
3. Compare the different types of social networks and assess
reasons why public administrators embrace technology
to improve the delivery of public services and establish
e-government.
pp. 339–352
II. SUGGESTED LECTURE
A. Managerialism
The concept of “Managerialism”, or entrepreneurial management, as a concept
originated with the recognition by scholars and theorists that society was mov-
ing to a type of work community in which leaders of the system were seen to be
unleashing their creative abilities to develop and transform organizations. In the
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B. Reengineering
This is a more radical and sophisticated form of change, and it employs greater
use of the technological and behavioral sciences to achieve its objectives than sim-
C. Empowerment
One way of doing this is by the self-directed work team concept. The idea is that
work groups will take on the responsibility for their work processes and products,
D. Entrepreneurialism
This aspect of organizational change calls for transformational, catalytic, and char–
ismatic leadership. Entrepreneurial vision should not be limited to the topmost
rungs of strategic management, but should influence all levels of management.
E. Performance Management
A key feature of performance management is strategically integrating all aspects of
the enterprise with a view toward performance outcomes.
1. The Politics of Performance Management: Planning in the public sector, as
2. Management Control: Control systems monitor how well the organiza-
tion is responding to or deviating from its goals. Organizational goals can,
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II. Suggested Lecture
F. Productivity Improvement
Productivity is a measured relationship between the quantity and quality of results
produced and the quantity of resources required for production of goods and
services.
1. Productivity Measurement: Productivity in the public sector is a perennial
2. Barriers to Productivity Improvement: Productivity improvement is much
easier talked about than done in the public sector. If the organization lends
3. Total Quality Management: TQM became a buzzword in the 1990s. It was
the brainchild of W. Edwards Deming, who used statistical quality control
4. Pleasing the Consumer: With the new public managements pursuit of market-
based strategies for change, the “citizen” or “customer” has now become the
“consumer” in public administration parlance. Pleasing the customer was
a government focus in the 1980s and 1990s, at least in word if not in deed.
This perspective arises directly out of TQM, the managerialist movement,
and the “reinventing government” theory.
G. E-government
Public administrators have embraced emerging technologies to improve service
delivery to citizens. E-government is an umbrella term that encompasses a range of
emerging ways that public administrators are using new technologies, primarily Inter–
net technologies, for government and public activities. These include e-commerce,
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III. ASSESSMENTS
Multiple-Choice Questions
1. Examples of new management techniques that entrepreneurial management
thrusts upon the organization include:
a. ZBB
b. MBO, OD
c. TQM, QC
d. all of the above
pp. 324–325, d
2. As a doctrine, managerialism continues to evolve, its essence having been
distilled under the label “the new public management.” According to Christo-
pher Pollitt this has the following aspects, except:
3. Measuring the productivity of any jurisdiction, organization, program or
individual is particularly problematic because of the problem of defining
4. Osborne and Gaebler observed a new paradigm of government, which they
described as:
a. reorganizing government.
b. reengineering government.
c. reinventing government.
d. reviewing government.
p. 331, c
5. The current guru of the “new public management philosophy” is:
a. Christopher Pollitt.
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III. Assessments
6. Performance management refers to all of the following except:
a. the systematic integration of an organization’s efforts to achieve its
7. Self-Directed Work Teams do the following:
a. accept responsibility for its processes and outputs.
b. accept responsibility for the behavior of other groups members.
c. a. and b.
d. none of the above.
p. 303, c
8. Some barriers to Productivity Improvement in the public sector are the fol-
lowing, with the exception of:
9. E-government has created the 311 approach for local government. Many
cities like New York and San Antonio have shown its utility. The 311 call
number is used to:
a. place citizens in contact with a municipal employee who is familiar with
an array of city services and programs.
b. try to provide a “one-stop” government.
c. improve efficiency in service delivery.
d. all of the above.
pp. 347–348, d
10. The term e-government refers to all of these except:
a. the overarching term for all efforts to use the Internet to simplify govern-
11. E-management is a term that reflects how digital technology can be used
to improve management capabilities. The writer who coined this term used
what “mantra” to explain the need and essence of e-management?
a. Good people, good structure, good software.
b. Don’t automate—obliterate.
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c. Computers are everywhere, except in the productivity numbers.
d. None of the above: e-management is all about the customer.
p. 351, a
12. According to a Pew Survey, the majority of American citizens have used the
Internet to interact with governments at different levels. What activity are
they most likely to do over the internet?
Chapter 8 Student Self Assessment Questions
Q1 The term that has long been used by sociologists to refer to economic and
bureaucratic elites that run an industrial society is known as what?
Q2 Which of the following is one of the main thrusts of the entrepreneurial
management movement in the United States?
Q3 What is performance management?
Q4 The proliferation of what types of instruments has been beneficial in
helping government to be more effective in performing its core functions
of serving the people?
Q8 Which of the following represents the most comprehensive adoption of
performance management by the US government to date?
Q9 Why did public administrators embrace technology?
Q10 New Public Management (NPM) didn’t originate in the US but it had a
profound effect on the Re-inventing Government movement (Chapter 3).
Which of the following is not one of the main themes of NPM?
Q11 What are public managers expected to be when they forcefully develop,
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III. Assessments
Q16 What is the key to successful reengineering efforts?
Q17 Reengineering was a major business fad (BPR) in the 1990’s- but like
many business “innovations’, it was applied in a number of government
agencies. Looking at the core parts of BPR, which one was applied?
Q18 What is the ultimate aim of all performance management efforts?
organizational management?
Q22 As a doctrine, managerialism continues to evolve. What label has its
essence been distilled into?
Q23 Why is measuring the productivity of any jurisdiction, organization,
program, or individual particularly problematic in the public sector?
Q24 Why did government agencies and officials embrace the YouTube
Individual Exercises
Thought Piece: From e-Commerce to e-Government
Pick an e-government service with which you are familiar. Explain how the ser–
vice, in your opinion, has been improved through the use of electronic technology.
Explain what social costs, if any, have been incurred because electronic technology
has been used.
Investigation: Governmental Use of Emergent
Communication Technologies
Chapter 8 of the textbook notes that federal government agencies, such as the Cen-
ter for Disease Control and the New York City Department of Education, maintain
106 Managerialism and Information Technology
CHAPTER 8
Class Exercise
This exercise is designed to make you think creatively and radically as an orga-
nizational leader: in the managerialist, reengineering, and entrepreneurial spirit
to which you were introduced in Chapter 7, “Managerialism and Performance
Management.”
Instructions:
You are a senior manager in the Pennsylvania Department of Transportation
1. Using only four sections of highway, connect all nine points.
Think entrepreneurially to solve this puzzle!
WHITE HILLS STATLER MARY’S POINT
GROVE CITY OAKMONT READING
RIVERSIDE CLEARVIEW BROWN BLUFFS
Additional Discussion Questions with Instructor’s Notes
1. How has the new management doctrine affected the traditional role of public
managers who once simply thought of themselves as “neutral guns for hire”?
Instructor’s Note: In the past, government managers were, in essence,
mercenaries who lived through the continuous political changes in govern-
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III. Assessments
2. Define reengineering. How many of you have experienced reengineering or
have had family and friends affected by reengineering? Why is the subject of
reengineering being introduced into a chapter about managerialism?
Instructor’s Note: Reengineering is a radical (as opposed to marginal)
3 What is the meaning of “performance management”? Name the comprehen-
sive public policy that is associated with performance management. How
does your organization manage performance?
Instructor’s Note: Performance management is leadership initiative in sys-
Writing Exercises
Using one of the following key words or phrases of your choice, write a short anal-
ysis linking the word or phrase from the textbook to an incident in your workplace,
your daily life, or a media report that you have heard.
e-government performance management
e-management entrepreneurialism
TQM new public management
Individual Writing Exercise
Managing Public Libraries: “Bricks, Books, and Bytes”
Concept: An exploratory analysis of the functional management capabilities of
a federal, state, or local government agency that “manages” a library. The brief
should consist of a summary page—(analysis) and no more than four pages of
appendices highlighting budget, staffing resources, technology and infrastructure,
and mission and performance goals.
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What conclusions can you draw about what is being managed and how well
by reviewing the library’s organization, budget, staffing, technology and space and
performance management metrics?
1. Library Organization— illustrates how the library is structured and situated
(main library versus branches or how it interacts with its clientele).
2. Library Budget Overview— illustrates current revenues, expenditures, and
budget balance and explains either the major programs cost or agency func-
In your analysis, you should focus on your exhibit pages and “discuss” each as an
indicator of “what” the Library is managing.
Management Summary and Analysis : Your “summary of the parts” should
lead to a concluding analysis of how well the Library is managed, in terms of
Web–Based Discussion and Writing Assignment
Divide the class into four partner groups. Each group must have at least one mem-
ber who is currently working in a private, public, or non-profit sector job. Have the
employed student in each group distribute to the others his or her job description.
Using an on-line discussion format, work in your groups to discuss the
following:
Q The overall mission of the organization for which the job description has been
provided.
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IV. Additional Web Resources
Given the above, design a better job description that fits the mission and expecta-
tions of the discussed job in a more efficient and effective way. Share your written
comments.
IV. ADDITIONAL WEB RESOURCES
American Productivity and Quality Center
www.apqc.org
This organization is a member-based nonprofit specializing in benchmarking, knowledge
Center for Technology and Government
www.ctg.albany.edu
Government Technology Magazine (GTM)
www.govtech.com
GTM is a clearinghouse for news and information about technology use in government. The
National Institute of Standards and Technology
Quality Program (NISTPQ)
www.quality.nist.gov
The Performance Institute
www.performanceweb.org
This institute, a think tank focused on performance measurement in government, uses its
MIT Review
www.technologyreview.com/
Probably the best serious future technology assessment and innovation journal available in
110 Managerialism and Information Technology
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Brookings Center on Technology Innovation
www.brookings.edu/about/centers/techinnovation
A new center founded in 2010, the Center for Technology Innovation (CTI) at Brookings
IBM Center for the Business of Government
http://www.businessofgovernment.org/
Not the big computer services corporation, but a center set up in 1998, that has awarded