New Public Management, Service Provision and Non-Governmental Organizations in Bangladesh

2005 ◽  
Vol 5 (3) ◽  
pp. 249-271 ◽  
Author(s):  
Abu Elias Sarker
Keyword(s):  
Service Provision ◽  
Public Management ◽  
New Public Management ◽  
Management Service ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
New Public

scholarly journals New Public Management and Governance: Quo Vadis?

2020 ◽  
Vol 10 (3) ◽  
pp. 430
Author(s):  
Vasilios P. Andrikopoulos ◽  
Amalia Α. Ifanti
Keyword(s):  
Public Service ◽  
Service Provision ◽  
Public Management ◽  
New Public Management ◽  
Public Governance ◽  
Sector Reform ◽  
Organizational Conditions ◽  
Governance Regime ◽  
New Public ◽  
Quo Vadis

This paper seeks to provide an overview of the literature regarding contemporary public management and administration. For this purpose, New Public Management and New Public Governance principles and methods are explored, since they remain the dominant approaches to public management and governance regime. A systematic examination of the relevant discourse was carried out. Data analysis revealed that the theoretical schemes continue to emphasize the priority of management over public service. As a result, the New Public Service approach is revisited focusing primarily on the reinterpretation and reorientation of public service provision. This study enriches our theoretical and practical understanding by providing important reflections and insights about the organizational conditions of public sector reform that is proceeding nowadays.

scholarly journals The neoliberal workings of The Family Meal campaign: Unfortunate others, European citizens, and the branding of the EU

2020 ◽  
pp. 136754942091985
Author(s):  
Wouter Oomen ◽  
Emiel Martens ◽  
Anna Piccoli
Keyword(s):  
European Union ◽  
Public Management ◽  
New Public Management ◽  
Development Assistance ◽  
The European Union ◽  
Family Meal ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
European Citizenship ◽  
The Family

Due to increased privatization of development assistance, humanitarian communication is usually considered to be the domain of non-governmental organizations. However, (inter)governmental and (supra)national institutions still play an important role in development assistance. Notably, the European Union has become a leading development actor globally – and also actively brands itself as such. In this process of branding, the European Union not only celebrates its empathic recognition of vulnerable non-European Others, but also aims to promote a sense of European citizenship. In this article, we examine this process in the context of The Family Meal, a 2014 awareness campaign on food assistance led by the Humanitarian Aid and Civil Protection Department of the European Commission. We argue that the campaign reflects both the logic of neoliberal humanitarianism and the quest for European citizenship. To develop our argument, we will assess The Family Meal in three steps. First, we discuss how the campaign mimicked post-humanitarian tendencies in non-governmental campaigns aimed at raising funds. Second, we demonstrate how The Family Meal not only reported on (helping) non-European Others, but also, and importantly, promoted a sense of European belonging. Finally, we introduce the concept of successional campaigns – that is, campaigns that follow up on the action taken rather than preceding it – to show that The Family Meal largely appeared as the result of the neoliberal trend toward administering accountability and branding organizations. Altogether, we consider the campaign, with the neoliberal branding of the European Union and its citizens at its center, as emblematic for humanitarian communication within the rise of New Public Management in the 21st century.

Explaining reforms: post-New Public Management myths or political realities? Social housing delivery in England and France

2018 ◽  
Vol 85 (1) ◽  
pp. 45-61 ◽  
Author(s):  
Martin Laffin
Keyword(s):  
Social Housing ◽  
Public Management ◽  
New Public Management ◽  
Central Government ◽  
Critical Role ◽  
Political Factors ◽  
Governmental Organizations ◽  
New Public ◽  
Wide Range ◽  
Service Delivery Systems

This article examines the assumption that recent reforms in social and public services can be understood as a transition from New Public Management to post-New Public Management. English and French social housing delivery are selected as two cases in which to test out this assumption, for ostensibly these delivery structures share significant cross-national, post-NPM similarities – a movement towards a more ‘enabling’ or steering role for central government, the creation of coordinating agencies, ‘decentralization’ initiatives, the extensive use of public–private arrangements to finance social housing and the involvement of a wide range of extra- and semi-governmental organizations. However, further investigation reveals that these reforms of delivery structures have not been predominantly driven by an unfolding post-NPM managerial or governance logic as the thesis assumes. Rather the reforms have been driven by the partisan electoral and ideological goals of central government policymakers within the context of institutional legacies and entrenched social values. Points for practitioners New Public Management and post-New Public Management have become the conventional wisdom on administrative reforms particularly in a comparative context. This article argues that these ideas reflect an impoverished understanding of public administration given that they assume that change occurs predominantly through the unfolding of managerial and/or governance logics. These logics exclude the critical role of the political parties and other socio-political factors, such as urban unrest, in driving change. This Anglo-French analysis of social housing delivery demonstrates the significance of these political factors in how policymakers define social problems, re-design and implement social housing service delivery systems.

"Jedes starre Konzept ist schlecht und passt net' in diese Welt"

2007 ◽  
Vol 37 (148) ◽  
pp. 369-381 ◽  
Author(s):  
Wolfgang Ludwig-Mayerhofer ◽  
Ariadne Sondermann ◽  
Olaf Behrend
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Qualitative Interviews ◽  
Unemployed People ◽  
Staff Members ◽  
Public Employment Service ◽  
New Public ◽  
Recent Reform ◽  
The Unemployed ◽  
New Procedures

The recent reform of the Bundesagentur fijr Arbeit, Germany's Public Employment Service (PES), has introduced elements of New Public Management, including internal controlling and attempts at standardizing assessments ('profiling' of unemployed people) and procedures. Based on qualitative interviews with PES staff, we show that standardization and controlling are perceived as contradicting the 'case-oriented approach' used by PES staff in dealing with unemployed people. It is therefore not surprising that staff members use considerable discretion when (re-)assigning unemployed people to one of the categories pre-defined by PES headquarters. All in all, the new procedures lead to numerous contradictions, which often result in bewilderment and puzzlement on the part of the unemployed.

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