ABSTRACT
The purpose of this Chapter is to analyse the knowledge base and assumptions of public sector management which are likely to affect policy implementation. When I speak of management in this chapter, I mean public sector management, even though many of the versions of management within the public sector have drawn heavily from private sector practice and theory. Whilst the private sector may have provided much of the influence, there is a richness within social policy and public sector management literature which has supplied the main sources of analysis and, therefore, offered the primary sources of knowledge as we try and make sense of the phenomenon of management within contemporary community care organisation. The chapter will look at the degree of congruence between forms of knowledge for management and for policy implementation already looked at in previous chapters.
