Municipalities expect that outsourcing, autonomization and privatization will reduce costs or even create revenues. Such decisions also have costs. An analysis of 38 reports by local audit offices shows that municipalities are not aware or unable to calculate these costs. Based on thirteen cases of autonomization and privatization in a large Dutch municipality, this article shows for example that personnel costs can be very high. Municipalities should therefore make better informed decisions, based on managerial considerations, rather than political reasons. |
Beleid en Maatschappij
Over dit tijdschriftMeld u zich hier aan voor de attendering op dit tijdschrift zodat u direct een mail ontvangt als er een nieuw digitaal nummer is verschenen en u de artikelen online kunt lezen.
Redactioneel |
Van de redactie |
Artikel |
'Schoon door de poort': over de personeelskosten van verzelfstandiging en privatisering bij gemeenten |
Auteurs | Sandra van Thiel en Robin Snijders |
SamenvattingAuteursinformatie |
Artikel |
Vervreemd of gewoon verschillend?De gevolgen van onderwijshervormingen voor loyaliteiten van schoolleiders in het voortgezet onderwijs |
Auteurs | Bas de Wit |
SamenvattingAuteursinformatie |
Since the 1980s, there has been a rise of managers and executives in public domains. Especially in domains like education, this development was accompanied by sharp controversies and 'clashes' between managers and professionals, who would be 'alienated' from each other. The classic nature of professional and managerial loyalties would seem to strengthen this alienation. Professionals would primarily be loyal to their profession, whereas managerial loyalties would mainly focus on organisations. Although research has criticized the one-sidedness of professional loyalty, managerial loyalty has hardly been studied up till now. In this article, managerial loyalties are analyzed theoretically as well as empirically. The article rests upon a qualitative study among school leaders in Dutch secondary education. It shows that management reforms in education did not result in the adoption of a new, primary loyalty to organizations, management or performance by school leaders. Instead, long-standing relations, for example with teachers, remain meaningful, also because most school leaders have a professional background as teacher. Consequently, assumptions about managers who alienate from professionals, and managers who do not value their relationships with professionals must be criticized, at least in (secondary) education. |
Discussie |
Nudge en het nieuwe paternalisme |
Discussie |
Een steuntje in de rug: gedragsbeïnvloeding door keuzearchitectuur |
Auteurs | Casper Thomas |
Auteursinformatie |
Discussie |
Een duwtje in de rug of een ongeoorloofde zet?Repliek op artikel Casper Thomas |
Auteurs | Mischa van den Brandhof |
Auteursinformatie |
Boekbespreking |
Het volk representeren |
Auteurs | Erik Schrijvers |
Auteursinformatie |
Boekbespreking |
Hoe democratisch kan een meritocratie zijn? |
Auteurs | Frans van Waarden |
Auteursinformatie |
Column |
Waarom aanvaarden burgers besluiten van de overheid? |
Auteurs | Alex Brenninkmeijer |
Auteursinformatie |