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Professions and Other Organisations
Stephen Ackroyd
Professions: a Sideshow?
Studies of New Forms of Business Organisation– “The Organisation of Business”, (Oxford, 2002) and the edited
collection “Oxford Handbook of Work and Organisation” (2005) Comparative Study of the Effects of the new public
management (NPM) on the delivery of public services. – Work with Ian Kirkpatrick, “The New Managerialism and the
Public Service Professions” (Palgrave, 2005) and various papers (Organization, Public Admin, etc)
Comparative Study of the Organisation of the Professions and New Expert Occupations
– Work with Daniel Muzio in Organisation Studies, Journal of Law and Society Organization and forthcoming edited book “Redirections in the Study of Expert Labour” (Palgrave, 2007)
Classifying the Professions
TRADITIONAL /
EVOLVED
(High Group)
MODERN /
DESIGNED
(Low Group)
INFORMAL
(Low Grid)
FAMILY,
COMMUNITY
(Egalitarian)
NEW ORGS
(Individualist -
Egalitarian)
FORMAL
(High Grid)
PROFESSIONS
(Hierarchical)
FORMAL ORGANISATIONS
(Fatalist – Hierarchical)
NHS Hospitals (Nurses)
Social Services Depts Housing Services(Housing Associations)
Reorganisation
1. Single purpose organisation
+ + + + +(+ + +)
2. Purchaser - provider splits + + + +
3. New systems of accountability and control
+ + + + +
Modes of Implementation
4. Top-down Implementation
+ + + + + + + + +
5. Early implementation
+ + + + +
6. Regulatory agencies
+ + + + + + + +
7. Benchmarking & performance indicators
+ + + + + +
I. Comparative Analysis of Reform –in Three Public Services (Kirkpatrick, Ackroyd + Walker, 2005)
NHS Hospital Doctors (Nurses)
Local AuthoritySocial Workers
Housing Managers
1. Continued attachment to professional culture and values (Public service ethos)
+ + +(+ + +)
+ + + + +
2. de facto professional control of day to day work practices
+ + (+ +)
+ + + +
3. Rejection of managerial legitimacy
+ (+ )
+
Professional Closure4. Internal
5. External
+ + +(+ +)
+ + +
+ + +(+ +)
+ + +
Importance of Professional Organisation in Three Public Services (Kirkpatrick, Ackroyd and Walker, 2005)
Co-operation and Conflict:Managerialisation and Professionalisation
6. OccupationalProject II:
subordination of independentsources of skill
and independentknowledge
4. GroupAgency II:
Development of a
managerialcadre
5. OrganisationalMobilisation II :Routinsation of administration /
bureaucratisation
6. OrganisationalProject II:
Profession infiltrates
and developsde facto control
of employingorganisation
4. GroupAgency II:
profession develops credentials
and monopolyof supply
5. Occupational Mobilisation II:
Profession develops its
occupational association +consolidates professional
identity
II. Comparative Analysis of Expert Occupations: Doctors, Lawyers & Management Consultants
Why are expert occupations differently organised?
Why has there been no major profession formed in the 20th Century?
How can we understand the differences of organisation of lawyers, medical doctors ad management consultants?
Three Types of Expert Occupations I
Three Types of Expert Occupation II
McKenna’s Analysis of the Status Trade off for Expert Occupations
Key points of difference
Nothing in the ‘nature of the knowledge’ argument
The way groups have come to derive their status (McKenna)
Technology and the development of expertise – management consulting moves towards less training and experience
The Formative Context