The Blair Supremacy: A study in the politics of Labour's party management
The Blair Supremacy: A study in the politics of Labour's party management
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Abstract
This book uncovers the under-explored function and form of Blair’s party management, which attempted to control problem-causing activities, issues and developments so that outcomes were produced which the Leader and his managers considered to be in the party’s best interests. The ascendancy of Blair and ‘New Labour’ was enhanced not only by impressive presentation of relevant positions but also in great measure by the operation of managerial facilities. The historic origins and development of management are explored. Its relationship with trade union co-operation and restraint continued under Blair although distrustful tensions arose from his early association with ending union affiliation. Blair’s managerial version brought into an intensive and extensive system some distinctive new features. Specially noted is the covert redefinition of party officials as political organisers, operating primarily for the Leader rather than as the party’s civil servants. This became the beginning of what is best described as a rolling coup, with unilateral extensions over the years enhancing the resources of the leadership and particularly promoting and defending the Leader’s strong role. There were new managerial attitude, and in practice an informal managerial code of conduct, which differed from the official code. The study reveals many Leader-managerial controlling successes yet this was not the Blair supremacy it was presented to be. The assumptions of Blair’s management involved key miscalculations, and encountered and provoked important limitations. And it had counter-productive consequences, including unexpected resistance within the management itself, and later, some important adverse public reactions.
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