scholarly journals New public management, cost savings and regressive effects: A case from a less developed country

2016 ◽  
Vol 41 ◽  
pp. 18-33 ◽  
Author(s):  
Junaid Ashraf ◽  
Shahzad Uddin
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Cost Savings ◽  
Developed Country ◽  
New Public ◽  
Less Developed Country ◽  
Regressive Effects

5. The New Public Management goes global

2016 ◽  
Author(s):  
Stella Z. Theodoulou ◽  
Ravi K. Roy
Keyword(s):  
Customer Service ◽  
Public Management ◽  
Service Management ◽  
New Public Management ◽  
Cost Savings ◽  
Management By Objectives ◽  
Accountability Standards ◽  
New Public ◽  
Global Age ◽  
Customer Service Management

The so-called ‘golden age’ of the Keynesian State was turbulently interrupted by a series of economic shocks in the 1970s. Traditional administrative hierarchies were regarded as too inflexible to adapt to the dynamic political and economic forces unleashed in the global age. Emphasizing private sector values such as timeliness, responsiveness, and cost savings, a new kind of managerialism—New Public Management (NPM)—began to take root in some of the world’s leading public bureaucracies. ‘The New Public Management goes global’ explains that, today, the NPM’s emphasis on customer service, management by objectives, and quantitative-based performance and accountability standards is evident at all levels of governance. But is there an alternative?

Not-So-New Public Management and the Denial of Geography: Ontario Health-Care Reform in the 1990s

1998 ◽  
Vol 16 (5) ◽  
pp. 559-572 ◽  
Author(s):  
N T Hanlon ◽  
M W Rosenberg
Keyword(s):  
Public Sector ◽  
Social Services ◽  
Public Management ◽  
New Public Management ◽  
Cost Savings ◽  
Market Mechanisms ◽  
Health And Social Services ◽  
New Public ◽  
Northwestern Region ◽  
Publicly Supported

New public management (NPM) has become the mantra for public sector restructuring in OECD nations. We critically examine NPM in the context of recent public sector restructuring initiatives in the province of Ontario, Canada. Two NPM-inspired reform mechanisms employed by the Ontario government—the benchmarking of hospital-utilization indicators and the offloading of a greater share of patient-care responsibilities to the private sector—are examined as they impact on the economically disadvantaged city of Thunder Bay in the province's remote Northwestern region. We argue that the health reforms pursued by the Ontario government are focused on a one-dimensional notion of efficiency which denies important socioeconomic and health-service-environment dimensions that account for local differences in health-services utilization. Although this type of reform approach achieves short-term cost savings, we question whether the longer term effects on health and social services are efficient and equitable from a systemwide perspective. Ultimately, we question whether NPM will solve the problems inherent in publicly supported health and social services or will generate a new set of problems linked to the belief in the primacy of market mechanisms.

"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.

Organisation des Luzerner Forstdienstes – konsequente Entflechtung von hoheitlichen und betrieblichen Aufgaben | Organisation of the forestry services in Lucerne – differentiating between sovereign and management tasks

2001 ◽  
Vol 152 (11) ◽  
pp. 453-459 ◽  
Author(s):  
Georg Iselin ◽  
Albin Schmidhauser
Keyword(s):  
Forest Management ◽  
Public Management ◽  
New Public Management ◽  
Work Force ◽  
Forest Reserve ◽  
New Public ◽  
Forest Regions ◽  
Management Project ◽  
Forestry Services ◽  
The Individual

During the past ten years most cantonal forest services have undergone re-organisations. Lucerne's cantonal forest administration initiated a fundamentally new way of providing forestry services by differentiating between sovereign tasks and management tasks. By examining the individual steps of the process we demonstrate how starting with the mandate,goals were developed and implemented over several years. Product managers assumed responsibility for products, as defined in the New Public Management Project, on a cantonal-wide basis. Work within a matrix organisation has led to significant changes. Territorial responsibilities are increasingly assumed by district foresters, who have modern infrastructures at their disposal in the new forestry centres. The re-organisation has led to forest districts being re-drawn and to a reduction in the number of forest regions. To provide greater efficiency,state forest management has been consolidated into a single management unit. The new forest reserve plan removes almost half of the state forest from regular forest management,resulting in a reduction in the volume of work and in the work force. We show how effective the differentiation of sovereignty tasks and management tasks has been in coping with the effects of hurricane Lothar.

Public Entrepreneurship. Zur Unternehmerisierung der öffentlichen Verwaltung

2020 ◽  
Vol 14 (1-2021) ◽  
pp. 1-21
Author(s):  
Michael Vollstädt
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Öffentliche Verwaltung ◽  
New Public ◽  
Public Entrepreneurship

Die Entwicklung der öffentlichen Verwaltung in Richtung eines effizienten und effektiv geführten Unternehmens ist seit dem Aufkommen des New Public Management (NPM) ein zentrales Thema von Verwaltungsreformen. Nicht selten tritt die damit eihergehende Ökonomisierung der Verwaltung dabei in Konflikt mit den bürokratischen Strukturen und dem Amtsethos der Angestellten. Bei aller Kritik und Diskussion um diese Tendenz zur Unternehmerisierung bleibt jedoch die Frage, was unter dieser Unternehmerisierung zu verstehen sei, meist latent. Das Ziel dieses Beitrages besteht darin, genauer zu eruieren, welche Vorstellung von Unternehmerisierung in den Diskursen des NPM im Zentrum steht, und ein alternatives Verständnis für die öffentliche Verwaltung zu entwickeln. Dafür bedient sich der hiesige Beitrag Ansätzen der Entrepreneurship-Forschung, um eine inhaltliche Anreicherung der Diskussion zu befördern. Damit soll ein Wandel von einer manageriellen hin zu einer unternehmerischen Sicht der Verwaltung skizziert werden, der anschlussfähig ist für die aktuellen Diskussionen um eine innovative und agile Verwaltung.

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