Introduction

This is more than simply a book about management; it is a book which asks critical questions about both what management is, and should be, in youth work. It begins with a thought-provoking reflection upon the historical development of management by Bernard Davies in Chapter 1, demonstrating that the current ‘phenomenon’ of management is a relatively new concept in the history of youth work, and that management was historically associated with the role of ‘advisor’ – someone who supported, guided and influenced practice but didn't control it. Importantly, the growth in management coincided with the increased attention paid to youth work by government. However, whilst the current form of management in the public sector, (broadly described as new public management or more pejoratively as ‘managerialism’ ¹ ) arrived with Thatcherism, it was not until New Labour paid particular close attention to youth work that managerialism began to bite. This close association between management and policy is perhaps best evidenced in the construction of leadership in youth work. Sue Lea in Chapter 5 makes the case that leadership is almost entirely associated with mobilization of the workforce to deliver an external framework of policy directives, resulting in leaders becoming mere conduits for policymakers.