Sage Journals: Discover world-class research

Abstract

For about two decades, U.K. public sector organizations have undergone a period of rapid change generated by political pressure. This has been particularly true of the probation service, where the implementation of new agency objectives has led to a change in working methods and in the duties undertaken by certain members of staff. Social work, the `traditional' symbol of the probation service, which had been valued by staff, was allowed to atrophy, as it was seen to be incompatible with the new objectives for the organization that were orchestrated by the government. The adoption of new management methods has helped to generate new attitudes to social work and to stimulate the promotion of different approaches to the control of staff.

Get full access to this article

View all access options for this article.

References

Boswell, G. (1986). Supervision in a changing organization. Probation Journal, 33(4), 135-137.

Burns, T., Stalker, G. M. (1961). The management of innovation. London: Tavistock.

Calder, R. (1991). The changing role of the senior probation officer. Unpublished master's dissertation, University of Plymouth, UK.

Cohen, A. (1985). The symbolic construction of community. Chichester, UK: Ellis Harwood.

Davies, M. (1988). Staff supervision in the probation service. Aldershot, UK: Avebury.

Farazmand, A. (1999). The elite question: Toward a normative elite theory of organization. Administration & Society, 31(3), 321-360.

Folkard, M.S., Smith, D.E., & Smith, D.D. (1976). IMPACT: Vol. II. The results of the experiment. London: HMSO.

Gouldner, A. (1957-1958). Cosmopolitans and locals: Toward an analysis of latent social roles. Administrative Science Quarterly, (1957) 2, 281-306

Gouldner, A. (1957-1958). Cosmopolitans and locals: Toward an analysis of latent social roles. Administrative Science Quarterly, (1958) 2, 444-480

10.

Harris, R. (1988). Probation officers still social workers. Probation Journal, 36, 2.

11.

Hayes, M. (1986). Promotion and management: What choice for women? Probation Journal, 36, 1.

12.

Holdaway, S. (1996). The role of probation committees in policing the development of the probation service. In T. May & A. A. Vass (Eds.), Working with offenders: Issues, contexts and outcomes (pp. 87-104). London: Sage.

13.

Home Office. (1962). Report of the Departmental Committee of the Probation Service (The Morrison Report, Comd 1650). London: HMSO.

14.

Humphrey, C. (1991). Calling in the experts: The financial management initiative (FMI), private sector management consultants and the probation service. Howard Journal, 30(1), 1-18.

15.

Kemshall, H. (1993). Are we all accountants now? Financial management in the probation service. The Probation Journal, 40(1), 2-8.

16.

Lewis, P. (1991). Learning from industry: Macho management or collaborative culture. Probation Journal.

17.

Martinson, R. (1974). Whatworks? Questions and answers about prison reform. The Public Interest, 35, 22-54.

18.

May, T. (1991). Probation: Politics, policy and practice. Milton Keynes, UK: Open University Press.

19.

Nellis, M. (1995).Probation values for the 1990s. Howard Journal, 34(1), 19-44.

20.

Oldfield, M. (1994). Talking quality, meaning control: McDonalds, the market and the probation service. Probation Journal, 41(4), 186-192.

21.

Ortner, S. (1973). On key symbols. American Anthropologist, 75, 1338-1346.

22.

Pollitt, C. (1991). Managerialism and the public services: The Anglo-American experience. Oxford, UK: Basil Blackwell.

23.

Turner, V. W. (1968). The drums of affliction: A study of religious processes among the Ndembu of Zambia. Oxford, UK: Clarendon Press & International African Institute.

24.

Turner, V. W. (1974). The ritual process. Harmondsworth, UK: Penguin.

25.

Weick, K. (1974). Educational organizations as loosely coupled systems. Administrative Science Quarterly, 21, 1-12.

From Caseworker to Manager

Abstract

Get full access to this article

References