The Blair supremacy : a study in the politics of Labour's party management

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書誌事項

The Blair supremacy : a study in the politics of Labour's party management

Lewis Minkin

Manchester University Press, 2015

  • : hardback

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注記

Includes bibliographical references and index

内容説明・目次

内容説明

Lewis Minkin has immense experience of the Labour Party and has acted as adviser to two major internal reviews of the internal party organisation. As the author of two widely acclaimed and original studies on the Labour Party, The Labour Party Conference and The Contentious Alliance, he possesses an unrivalled grasp of the subtleties and nuances of Labour's internal relationships. The Blair Supremacy is groundbreaking in its investigation of the processes, methods, character and politics of party management, during a period when Blair strengthened his own position as he and his allies and managers drove the party through a ferment of new developments under the name 'New Labour'. For this book Minkin has been able to draw on a wealth of sources unavailable to other scholars. What is uncovered here is revealing and at times startling. It includes an extensive covert internal organisation, a culture which facilitated manipulation and what can be described as a rolling coup. These developments are rigorously and critically examined with a strong focus on three fundamental questions: How were these changes achieved? Was it, as it was often represented, a complete supremacy? Why did it end so badly with Blair being forced, in effect, to step down? The study challenges many misconceptions and sheds new light on the Blair legacy and on the intense controversies surrounding him. It also adds greatly to our understanding of some acute contemporary problems in British political life. -- .

目次

Preface: Origins, roles, methods and sources Introduction: The dynamic Leader Part 1: Antecedents 1. The tradition of party management and the road to destabilisation 2. Revolt and restoration 3. Contentious alliance, OMOV and the management of democratic renewal Part 2: Forging 'New Labour' management 4. 'New Labour' and the culture of party management 5. The leader, the machine and party management 6. Transforming fundamentals and laying new foundations 7. Creating 'The party into power' project 8. Managing the changing NEC 9. Managing policy relations with business and unions 10. Managing new policy institutions 11. Managing the party conference 12. Managing candidate selection 13. Managing the Parliamentary Labour party (PLP) 14. Employment relations, representation and party management Part 3: Crisis and control 15. The crisis of party management 16. Distrust, management and the long road to Iraq 17. New challenges and management on the road to Warwick 18. Managing for legacy Part 4: Appraisal 19. Summary - analysis and characterisation 20. Evaluation and perspectives 21. Brown, 'New Labour' management inheritance and Miliband's problems Index -- .

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