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?

Co-design and action learning in local public services

2017 ◽  
Vol 24 (1) ◽  
pp. 58-80 ◽  
Author(s):  
Ilpo Laitinen ◽  
Tony Kinder ◽  
Jari Stenvall
Keyword(s):  
Public Management ◽  
Service Management ◽  
Public Services ◽  
New Public Management ◽  
Action Learning ◽  
Social Activity ◽  
Analytical Framework ◽  
Public Governance ◽  
Local Public Services ◽  
New Public

The paper argues that from a new public governance and service management perspective, local public services are best conceptualised as service systems in which users co-produce and co-design; this differentiates public from private services, which have lower of trust and shared values resulting in a goods-dominant logic and are an alternative to the new public management viewpoint. Referencing new case studies from Finland and Scotland, we further argue that for local public servicesʼn co-production as an action- learning environment supports and encourages co-design: this makes local public services a special case of codesign. Analysing the two cases of co-design, we argue that since public services are subject to public scrutiny, and since design is a social activity, there exists a wider democratic footprint. Finally, we argue that co-design of local public services is best analysed from the perspective of action learning, for which we suggest an analytical framework.

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.

scholarly journals Transformation of the Ethics of Public Authority in the context of changing paradigms of public administration

2021 ◽  
Vol 101 ◽  
pp. 02017
Author(s):  
Yuri Denisov ◽  
Natalia Nemtsova
Keyword(s):  
Public Administration ◽  
Public Management ◽  
Service Management ◽  
New Public Management ◽  
Good Governance ◽  
Rapid Evolution ◽  
Public Authority ◽  
Public Authorities ◽  
Ethical System ◽  
New Public

The research is devoted to the identification and analysis of the vectors of the evolution of the modern system of ethics of public authority. The first of them arose within the framework of the Weber paradigm, which consists in the codification of the norms of ethics of public authorities, which is largely anti-corruption. The second vector is associated with the introduction of the New Public Management paradigm and consists in reorienting the ethics of public authority and the personality of a civil servant to the service-management concept of public administration. The third vector emerged in line with the "Good Governance" paradigm. It focuses the ethical system of public authority on cooperation with all participants of the socio-political field and inclusiveness. In the context of the digitalization of the socio-political space, the Good Governance paradigm has begun a rapid evolution into the Digital Era Governance paradigm. Under these conditions, the public authorities faced an urgent need to modernize their ethical system, the need for its dynamic adaptation to rapidly changing technological realities and faced the challenges of a new ethics.

Challenges in transitioning from new public management to new public governance in a developing country context

2019 ◽  
Vol 32 (7) ◽  
pp. 689-705 ◽  
Author(s):  
Wahed Waheduzzaman
Keyword(s):  
Developing Countries ◽  
Developing Country ◽  
Public Management ◽  
Service Management ◽  
New Public Management ◽  
Developed Countries ◽  
Public Governance ◽  
Content Type ◽  
New Public ◽  
New Public Governance

Purpose The purpose of this paper is to examine the transitional status of new public management (NPM) into new public governance (NPG) in a developing country context. Some authors, based on their research in developed countries, have claimed that NPM is dead. However, such claims have apparently ignored the transformational status of NPM in developing countries. This paper addresses that gap. Design/methodology/approach A qualitative method was used in this research. Public officials, elected representatives and local users who were responsible for public service management at local levels in Bangladesh were interviewed using semi-structured questionnaires tailored to each group. The interview texts were then organised and analysed using NVivo software. Findings This research reveals that four public management elements comprising decentralisation, market-based services, efficiency and accountability, which are prerequisites for creating an appropriate environment for NPG, have not been established successfully in Bangladesh. This finding suggests that NPG may not be achieved without effective implementation of these elements through NPM practices. The study concludes that NPM needs to be practiced for more time in Bangladesh for the effective transformation of public management into public governance. Research limitations/implications Findings from this research will help public policy makers and researchers to identify barriers to and design the pathway for a smooth shift from NPM to NPG. Practical implications The findings of this research would help the Government of Bangladesh and international aid agencies to better understand the status of NPM and NPG in regional Bangladesh. Social implications The research findings may help identify barriers to enhancing participatory activities in a developing society. Originality/value Though NPM is an obsolete theory for developed countries, it needs to be implemented successfully in developing countries prior to the implementation of NPG.

scholarly journals New Public Management-based Reform in Bangladesh: A Review of Public Administration Reform Commission

2018 ◽  
Vol 64 (1) ◽  
pp. 15-35 ◽  
Author(s):  
Md. Shariar Islam
Keyword(s):  
Public Administration ◽  
Public Service ◽  
Public Management ◽  
Service Management ◽  
New Public Management ◽  
Political Commitment ◽  
Reform Implementation ◽  
Public Administration Reform ◽  
The People ◽  
New Public

This article highlights that Bangladesh has not been able to achieve desired success in implementing Public Administration Reform Commission’s (PARC) new public management (NPM)-driven reform recommendations as there are major challenges such as lack of political commitment, bureaucratic unwillingness to bring about change, lack of advocacy for NPM reform among the people and inefficient public service management. To face the challenges of NPM reform implementation, it is needed to ensure political commitment, bureaucratic support, awareness among the people through government, non-government and social organisations.

scholarly journals The Introduction and the Application of Technological Innovations as Administrative Efficiency Factor in Education

2016 ◽  
Vol 8 (1) ◽  
pp. 41
Author(s):  
Belias D. ◽  
Velissariou E. ◽  
Kyriakou D. ◽  
Koustelios A. ◽  
Sdrolias L. ◽  
...  
Keyword(s):  
Customer Service ◽  
Public Management ◽  
New Public Management ◽  
Relevant Literature ◽  
Efficiency Factor ◽  
Educational Structure ◽  
Administrative Efficiency ◽  
Cost Cutting ◽  
New Public ◽  
Management Concepts

Innovation is a rapidly developed issue, keeping all the aforementioned alerted. Considering this picture, the key issue of this thesis is to clarify the concept innovation as administrative efficiency factor in relation with education using the relevant literature. The existing literature indicates that educational structure and practices are in the center of great reforms. These reforms associated with New Public Management. NPM is a process that involves interaction between managers and markets. It is a set of cost-cutting and management concepts from the private sector including downsizing, entrepreneurialism, enterprise operations, quality management, customer service etc. According to that concept, school managers are trying to create a smaller, more responsive, more entrepreneurial and more effective public sector. Technological innovation has a key role on this and surely it can be the cornerstone of every change which may occur on this field of public administration.

scholarly journals Moderniseringsprogrammet, 1983: resultatstyring version 1.0.

Politik ◽  
2015 ◽  
Vol 18 (1) ◽  
Author(s):  
Mathias Gjørling ◽  
Caroline Howard Grøn
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Civil Servant ◽  
Management By Objectives ◽  
The Public ◽  
New Public

The article explores the role of management by objectives in the modernization programme of 1983, which started the development of New Public Management in Denmark. e article is based on an interview with the civil servant who back in 1983 served as secretary for the committee who developed the programme, as well as previous versions of the programme made available to the authors. e article concludes that man- agement by objectives entered the programme almost incidentally and that the programme is much more focused on setting the public sector free with regards to inputs than controlling it with regard to outputs. 

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