New public management

About: New public management is a research topic. Over the lifetime, 8984 publications have been published within this topic receiving 246893 citations.

A public management for all seasons

Abstract: This article discusses: the doctrinal content of the group of ideas known as ‘new public management’(NPM); the intellectual provenance of those ideas; explanations for their apparent persuasiveness in the 1980 s; and criticisms which have been made of the new doctrines. Particular attention is paid to the claim that NPM offers an all-purpose key to better provision of public services. This article argues that NFM has been most commonly criticized in terms of a claimed contradiction between ‘equity’ and ‘efficiency’ values, but that any critique which is to survive NPM's claim to ‘infinite reprogrammability’ must be couched in terms of possible conflicts between administrative values. The conclusion is that the ESRC'S Management in Government’ research initiative has been more valuable in helping to identify rather than to definitively answer, the key conceptual questions raised by NPM.

Public Management Reform: A Comparative Analysis

Abstract: Since its publication in 2000, Public Management Reform has established itself as the standard text in the field, presenting a comparative analysis of recent changes in Public Management and Public Administration in a range of countries in Europe, North America, and Australasia. This completely rewritten second edition radically expands, develops, and updates the original. Two countries have been added to the comparison (making twelve countries in all) and a much fuller treatment has been provided of the European Commission (including a commentary on the recent reforms led by Vice-President Kinnock). Empirical data has been brought up to date, so as to cover many key developments of the last few years. The theoretical framework of the book has been further developed, including a challenging new interpretation of the trends in continental Europe, which are seen here as markedly different from the Anglo-American style 'New Public Management'. This second edition provides an unparalleled synthesis of developments in Australia, Belgium, Canada, Finland, France, Germany, Italy, the Netherlands, New Zealand, Sweden, the UK, the USA, and the European Commission. It is organized in an integrated format, within an overall theoretical framework that identifies the main pressures for, and trajectories of, change. It includes a multi-dimensional analysis of the results of reform, and a chapter reflecting on the dynamic relationship between management reform and politics. Extensive appendices provide an invaluable information resource for students.

The New Governance: Governing Without Government

Abstract: The term ‘governance’ is popular but imprecise. It has at least six uses, referring to: the minimal state; corporate governance: the new public management; ‘good governance’; socio-cybernetic syste...

The “new public management” in the 1980s: Variations on a theme

Abstract: Changes in public sector accounting in a number of OECD countries over the 1980s were central to the rise of the “New Public Management” (NPM) and its associated doctrines of public accountability and organizational best practice. This paper discusses the rise of NPM as an alternative to the tradition of public accountability embodied in progressive-era public administration ideas. It argues that, in spite of allegations of internationalization and the adoption of a new global paradigm in public management, there was considerable variation in the extent to which different OECD countries adopted NPM over the 1980s. It further argues that conventional explanations of the rise of NPM (“Englishness”, party political incumbency, economic performance record and government size) seem hard to sustain even from a relatively brief inspection of such cross-national data as are available, and that an explanation based on initial endowment may give us a different perspective on those changes.

Creating public value : strategic management in government

Abstract: Acknowledgments Introduction Purposes Sources and Methods Tests 1. Managerial Imagination The Town Librarian and the Latchkey Children Public Managers and Public Management An Alternative Approach to Public Administration PART I ENVISIONING PUBLIC VALUE 2. Defining Public Value The Aim of Managerial Work Different Standards for Reckoning Public Value Municipal Sanitation: An Example Toward a Managerial View of Public Value 3. Organizational Strategy in the Public Sector William Ruckeishaus and the Environmental Protection Agency Jerome Miller and the Department of Youth Services Managerial Discretion and Leadership in the Public Sector Defining Mission and Goals in the Private Sector Defining Mission and Goals in the Public Sector The Mission of the EPA: Pollution Abatement The Mission of DYS: Humanizing the Treatment of Children The Managerial Utility of Mission Statements Evaluative Criteria for Organizational Strategies PART II BUILDING SUPPORT AND LEGITIMACY 4. Mobilizing Support, Legitimacy, and Coproduction: The Functions of Political Management Miles Mahoney and Park Plaza David Sencer and the Threat of Swine flu Political Management: A Key Managerial Function Who Is Important in Political Management Combining Diverse Interests and Values The Dynamics of the Authorizing Environment The Challenge of Political Management 5. Advocacy, Negotiation, and Leadership: The Techniques of Political Management Mahoney's Initiatives Sencer's Initiatives Evaluation The Ethics and Techniques of Political Management Entrepreneurial Advocacy Managing Policy Development Negotiation Public Deliberation, Social Learning, and Leadership Public Sector Marketing and Strategic Communication Helping to Define and Produce Public Value PART III DELIVERING PUBLIC VALUE 6. Reengineering Public Sector Production: The Function of Operational Management Harry Spence and the Boston Housing Authority Lee Brown and the Houston Police Department The Function of Operational Management Defining Organizational Mission and Product Redesigning Production Processes Using Administrative Systems to Influence Operations Innovating and Capitalizing From Diagnosis to Intervention 7. Implementing Strategy: The Techniques of Operational Management Spence: Rehabilitating Public Housing in Boston Brown: Exploring the Frontiers of Policing Reengineering Organizations: What Strategic Managers Think and Do Acting in a Stream Conclusion: Acting for a Divided, Uncertain Society Ethical Challenges of Public Leadership Psychological Challenges of Public Leadership Notes Index