Managerialism in social welfare: Proposals for a humanitarian alternative–an australian perspective

In Australia, New Zealand, and Europe over the past twenty years, control over social work has been nurtured by deregulatory economic policies and by alleged efficient management. A particular form of management practice, called managerialism, has involved doing more with less and treating public-sector agencies as though they were no different from private for-profit corporations. This practice has incurred huge social costs in terms of cutbacks in services, scapegoating of vulnerable people, lowering of staff morale, and contributing to stress-related illness. A humanitarian alternative to managerialism requires a social work practice in which relationships are characterized by openness and humour, by a workplace culture which is free of fear, and values are agreed in consultation with the users of services. This alternative ideology and practice promotes the treatment of people as citizens rather than clients or consumers.