ABSTRACT
In previous chapters we have spent time examining certain aspects of management theory and practice. But now we need a competing, compelling alternative theory of practical rationality that can be put into contrast with the kind of rationality which issues from the instrumental, ‘managerial model’ now implemented throughout public sector institutions-even if only a sketch of a theory. There is no other way to throw into relief the corrosive aspects of the practical rationality which now orchestrates all the different elements associated with ‘New Public Management’ (NPM)—and the managerialism it has spawned.
