Managing Fragmentation

’This study reported in this book centres on the interplay between two prominent organizational discourse - managerialism and partnership - in the field of child protection. The author examines the impact that new public management has had on the capacity of welfare organizations to work in partnership. Empirical research involves a case study of an area child protection committee and the collection of qualitative data. The book succeeds in demonstrating how externally imposed managerialism conflicts with the pre-requisites of partnership and how, as a consequence, neither approach is effectively implemented. The findings should be of interest to a wide range of readers, including social policy makers and analysts, those concerned with sociology of organizations and those with an interest in human services management. The study should also be of particular interest to those concerned with child welfare and protection.’ Professor Matthew Colton, University of Wales Swansea