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Managerialists often justify it on the grounds of improving organizational efficiency, and management has become an academic discipline in its own right.[6] Management scholars view management as a skill or unique style to be developed if one is to successfully manage an organisation.[6][7]
However, critics of the idea argue that managerialism is in fact a worldview similar to neoliberalism where each human is assumed to be an economically motivated homo economicus.[1][8][9][10]New Public Management is one example of managerialism, where public services were reformed to be more 'businesslike', using quasi-market structures to manage areas such as public healthcare.[11] A common view of these critics is that public facilities being managed by profit motives is antagonistic to human welfare.[1][9][10][11]
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For example:
Enteman, Willard F. (1993). "7: Managerialism". Managerialism: The Emergence of a New Ideology. Madison, Wisconsin: University of Wisconsin Press. p. 164. ISBN9780299139247. Retrieved 24 November 2018. Managerialism does not hold that the corporation is so driven by an organic principle that individual managers have no effective choice in giving it direction. Whether the organization behaves in an organic way is, to an important extent, a result of the management's efforts, and the direction of that organic force is something over which management attempts to exercise control. Thus, managerialism has not accepted the underlying determinism of capitalism and socialism.
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Miller, Karen Johnston; McTavish, Duncan (October 2013). "9: Public policy and accountability". Making and Managing Public Policy. Routledge Masters in Public Management. London: Routledge (published 2014). p. 216. ISBN9781135016906. Retrieved 24 November 2018. Accountability as managerialism [...] Hood and Lodge (2006: 186-187; Hood and Scott 2000) argue that NPM and managerialism have changed the nature of the public service bargain. [...] Thus, to demonstrate results, managerial accountability is employed with a combination of market accountability with more 'customer' focus to users of public services, and performance management regimes. The idea is to ensure that bureaucrats are more responsive to users of services (downward accountability) and report results and policy delivery to political masters (upward accountability). Ironically[,] managerial regimes have had unintended outcomes with civil servants becoming defensive about performance rather than being innovative – the exact opposite of what managerial regimes are designed to achieve.
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MacBeath, John; Dempster, Neil; Frost, David; Johnson, Greer; Swaffield, Sue (9 March 2018). "The policy challenge". Strengthening the Connections between Leadership and Learning: Challenges to Policy, School and Classroom Practice. Routledge (published 2018). ISBN9781351165303. Retrieved 24 November 2018. Managerialism may be described as seductive because it has an easy appeal with its endorsement of efficiency, effectiveness, and accountability. [...] This seductive argument has it that schools, and the organisations in which they are embedded, need to be more tightly managed, more transparent, and thus more easily held to account by their 'stakeholders'.
^ abDuBrin, Andrew J (2012). Essentials of management (9th ed.). South Western.
^"Define: managerialism". google.com. Over-reliance on the use of incompetent managers to administer an organisation
^ abGlover, Ian (2000). "Managerialism: the Emergence of a New Ideology". Journal of Management Development. 19 (7): 654–664. doi:10.1108/jmd.2000.19.7.654.3.
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