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Journal of Vocational Education & Training
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Keith Randlea; Norman Bradyb a University of Hertfordshire Business School, Hertford, United Kingdom b Oaklands College, St
Albans, United Kingdom
To cite this Article Randle, Keith and Brady, Norman(1997) 'Managerialism and professionalism in the 'cinderella service'',
Journal of Vocational Education & Training, 49: 1, 121 — 139
To link to this Article: DOI: 10.1080/13636829700200007
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MANAGERIALISM AND PROFESSIONALISM
Journal of Vocational Education and Training, Vol. 49, No. 1, 1997
Managerialism and Professionalism in the ‘Cinderella Service’
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University of Hertfordshire Business School, Hertford, United Kingdom
Oaklands College, St Albans, United Kingdom
ABSTRACT As a result of the process of incorporation following the Further and Higher Education Act of 1992, Cityshire College, a large further education college left the jurisdiction of the local authority and gained greater responsibility for managing its own affairs. Arising from a case study based on interviews and questionnaires the paper considers the impact of changes within the College which took place between 1991 and 1994. Of particular interest is the development of a “new managerialism”, a management style which spread throughout public sector organisations during the 1980s. The evidence from the lecturer questionnaire suggests that staff reject the values represented by this development and are opposed to the threat they perceive to the professional culture of further education. In considering new modes of learning, notions of quality in education and the intrusion of the market into the college, the deprofessionalisation and, indeed, “proletarianisation” of the FE lecturer is suggested as a possible outcome.
Whilst there has been considerable academic interest in the impact of recent, government-imposed changes in the primary and secondary sectors of state education in the UK, the UK further education (FE) sector has been largely ignored. There has been virtually no independent work published based on research in the area (though see Elliott, 1996), but it has been noted in the press that whilst the sector appears all but invisible:
It costs the taxpayer more than £2.5 billion a year, provides work for more than 100,000 people and has two and a half million clients. The workers are revolting, the customers are complaining, the police are investigating and 100 of its chief executive have suffered votes of no confidence. It is a big business in big trouble, but no-one