Includes bibliographical references and index. Currie, G., Ford, J., Harding, N., & Learmonth, M. (Eds.). (2010). Making public services management critical. New York; London: Routledge.

Introduction: making public services management critical -- From collective struggle to customer service: the story of how self-help and mutual aid led to the welfare state and became co-opted in market managerialism -- Toward unprincipled public service: critical ideology, the fetish of capitalism, and some thoughts on the future of governance -- Sheep in wolf's clothing: schools, managerialism, and altering ideologies -- Public sector management?: but we're academics, we don't do that sort of thing! -- The inevitability of professions? -- Critical risk management: moral entrepreneurship in the management of patient safety -- Public participation in state governance from a social-theoretical perspective -- Marketing the unmarketable: the Vlaams Belang, a "party unlike any other" -- A critical realist analysis of institutional change in the field of US nursing homes -- Critical leadership theorizing and local government practice -- Individual patient choice in the English National Health Service: the case for social fantasy seen from psychoanalytic perspective -- From metaphor to reality: a critical view of prisons -- Queer(y)ing voluntary sector services: an example from health promotion -- The contribution of existentialist thinking to public services management -- Adding value to critical public services management -- Conclusion: what is to be done?: on the merits of micro-revolutions