scholarly journals Standardising Cornish

2012 ◽  
Vol 36 (2) ◽  
pp. 99-119 ◽  
Author(s):  
Dave Sayers
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Planning Process ◽  
Native Speaker ◽  
Government Support ◽  
Minority Languages ◽  
New Public ◽  
Different Orthographies ◽  
Single Standard ◽  
Regional Or Minority Languages

The last recorded native speaker of the Cornish language died in 1777. Since the nineteenth century, amateur scholars have made separate attempts to reconstruct its written remains, each creating a different orthography. Later, following recognition under the European Charter for Regional or Minority Languages in 2002, Cornish gained new status. However, with government support came the governmental framework of “New Public Management”, which emphasises quantifiable outcomes to measure performance. This built implicit pressure towards finding a single standard orthography, for greatest efficiency. There followed a six-year debate among supporters of the different orthographies, usually quite heated, about which should prevail. This debate exemplified the importance of standardisation for minority languages, but its ultimate conclusion saw all sides giving way, and expediency, not ideology, prevailing. It also showed that standardisation was not imposed explicitly within language policy, but emerged during the language planning process.

Turning New Public Management theory into reality: Performative struggle during a large scale planning process

2017 ◽  
Vol 35 (7) ◽  
pp. 1264-1284 ◽  
Author(s):  
Sander Merkus ◽  
Marcel Veenswijk
Keyword(s):  
Public Management ◽  
Large Scale ◽  
New Public Management ◽  
Planning Process ◽  
Organization Studies ◽  
Public Governance ◽  
The Public ◽  
New Public ◽  
The Will

Within the literature of governance and policy making in the context of planning, the notion of performativity is specifically conceptualized as the self-fulfilling property of performances – such as story-telling – that shape public reality. One specific stream of performativity researchers – dominant in the realm of organization studies – focuses on the enactment of academic theory into reality. We contribute to this idea of bringing theory into being by conceptualizing purposive performative agents who strive to enact a specific theory in reality. Our paper demonstrates through which mechanisms the theory of New Public Management has shaped the reality of public governance at the will of one powerful performative agent. Using a perspective based on performative struggle, our interpretative case study – focused on a large policy process – exhibits how New Public Management doctrine gains influence at the expense of other public management theories. In conclusion, we claim that our findings offer a potential perspective for understanding through which dynamics certain agents aim to shape the public realm in alignment with their preferred theoretical propositions.

The Influence of Technology on the Strategic Planning Process

2021 ◽  
pp. 798-811
Author(s):  
Martin K. Mayer ◽  
Michael L. Martin
Keyword(s):  
Public Sector ◽  
Strategic Planning ◽  
Public Management ◽  
New Public Management ◽  
Planning Process ◽  
Organizational Dynamics ◽  
The Public ◽  
Digital Era ◽  
New Public ◽  
Impact Of Technology

The concept of strategic planning came to prominence in the 1980s under the banner of New Public Management; since, several of the private sector components of strategic planning have been applied and interpreted within the public sector. The rise of the internet in the mid-1990s changed everything; government as a traditional hierarchical entity had devolved into a series of interconnected networks. At the core, strategic planning is a collaborative approach to organizational planning consisting of concepts and tools that align the present state of an organization with the future's goals and objectives; yet the growth of technology has greatly altered the process. This entry explores the development of public-sector strategic planning, specifically the impact of technology and how strategic planning has grown throughout the digital era; along with potential opportunities and challenges moving forward as technology and organizational dynamics continue to evolve.

"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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