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The Blair SupremacyA study in the politics of Labour's party management$
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Lewis Minkin

Print publication date: 2014

Print ISBN-13: 9780719073793

Published to Manchester Scholarship Online: September 2014

DOI: 10.7228/manchester/9780719073793.001.0001

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The Leader, the machine and party management

The Leader, the machine and party management

Chapter:
(p.146) 5 The Leader, the machine and party management
Source:
The Blair Supremacy
Author(s):

Lewis Minkin

Publisher:
Manchester University Press
DOI:10.7228/manchester/9780719073793.003.0006

This chapter deals with changing relations between the Leader, the General Secretary and the managerial network, and with new influences over the managers’ role. The management edifice, pursuing electability and expanding and protecting the capacity of the Leader, was closely linked to the work of the media management team. Adopting a huge agenda, Blair was not held back by the niceties of rigid obedience to rules that obstructed delivery. The new rulebook became inaccessible and often impenetrable and rules were judged in relation to the covert code. Two kinds of managers, official and representative, had a working unity on this management control. However, the new importance of the party machine as a Leader’s vanguard led, as shown, to enhanced hidden tensions between Blair and Brown over its control.

Keywords:   Influences over officials, Media management, Blair and obedience to rules, Delivery, Two kinds of managers, Machine as vanguard, Tensions, Blair versus Brown

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