scholarly journals Managing for joint outcomes: connecting up the horizontal and the vertical

2008 ◽  
Vol 4 (3) ◽  
Author(s):  
Bill Ryan ◽  
Derek Gill ◽  
Elizabeth Eppel ◽  
Miriam Lips
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Public Management ◽  
Management System ◽  
Learning Culture ◽  
The Public ◽  
Excellent Work

In pockets throughout the New Zealand public sector, ordinary officials are doing extraordinary things as they learn to do something very difficult: how to collaborate with people from other agencies. This occurs as they learn what needs to be done in managing for shared outcomes in complex policy cases. They appear to be doing excellent work in achieving desired outcomes for clients; yet they are doing so in spite of the public management system they work in, without much support from their organisations and the sector generally, and in the general absence of a learning culture. As there are no textbooks, they also confront the challenge of making it up as they go along. In several respects, therefore, their ways of working are unlike those assumed by traditional models of Westminster officials – and Kiwis may be better off because of it.

scholarly journals Contributions and challenges of ‘New Public Management’: New Zealand since 1984

2008 ◽  
Vol 4 (3) ◽  
Author(s):  
Judy Whitcombe
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Reform Process ◽  
Rigorous Analysis ◽  
The Public ◽  
New Public ◽  
The World

When New Public Management (NPM) swept around the world in the 1980s the New Zealand public sector embraced its theories and embarked upon a rigorous reform process which brought both praise and some scepticism. New Zealand was seen at that time, by some observers, to be a ‘world leader’. However, in the years following the initial impact of NPM the euphoria has given way to a more rigorous analysis of the performance of the public sector and a re-examination of the functions and responsibilities of the public service.

scholarly journals Picking up the pace in public services

2014 ◽  
Vol 10 (2) ◽  
Author(s):  
Al Morrison
Keyword(s):  
Public Sector ◽  
Public Management ◽  
Management System ◽  
Public Services ◽  
The Public ◽  
Legislative Change ◽  
To Come

Following the reforms of the public management system in the 1980s, legislative change and programmes of work to develop and shape the system have occurred at various times. The work programmes have tended to come and go, with mixed success, each designed around maintaining the strengths that accountability for outputs has brought to public sector agencies while increasing the focus on achieving outcomes. 

scholarly journals New Public Management as a Tool for Changes in Public Administration

2020 ◽  
Vol 12 (4) ◽  
pp. 1-28
Author(s):  
Ewa Stroińska
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Management ◽  
Management System ◽  
New Public Management ◽  
Value Added ◽  
Management Model ◽  
Research Report ◽  
The Public ◽  
New Public

AbstractObjective: The implementation of mechanisms stimulating marketization of the public sector is an elementary assumption of a modern public management system. The main goals of these processes are to increase efficiency, reduce bureaucracy, create a platform for cooperation between public and private entities, and extend decentralization. The set of rules practiced in modern local governments increasingly resembles a private enterprise managed by efficient managers. The traditional approach, which was only the administration process itself, is being replaced by a focus on economy, efficiency, quality, and effectiveness.Methodology: The material was created based on the qualitative method in the form of secondary analysis of literature data. At the same time, it provides the theoretical background for conducted empirical research on changing the management system in public administration. The effect of further research explorations will be another material presented in the form of a research reportValue Added: The New Public Management (NPM) concept is based on changing the orientation of management of public organizations consisting in ceasing to apply the approach focusing only on procedures and rules of conduct related to expenditure, and implementing rules based on the analysis of the results related to expenditure incurred, adopting strategic orientation and introducing market mechanism for the process of providing public services (Zalewski, 2006, p. 74). The purpose of the article is to describe the New Public Management model, the implementation of which helps public institutions to respond to challenges posed by external and internal stakeholders.Findings: The article presents the thesis that changes in public administration require the transformation of a management system characterized by entrepreneurship, the use of different business-oriented strategies for implementing effective actions.Recommendations: The idea of New Public Management is to replace the bureaucratic administrative management model and to introduce a managerial model, i.e. the application in the public sector of the principles and solutions of management systems known and used in the business sector (Alford & Huges, 2008, pp. 130–148). This is caused by the increase in citizens’ expectations regarding the increase in the quality of service provision, while at the same time unwilling to raise taxes. To achieve this goal, NPM has introduced certain assumptions to help in effective management (Templatka, n.d.).

-------------- (Evaluation of the Efficiency of the Strategic Architecture of the Public Management System of the Social-Economic Development of the Territory)

2017 ◽  
Author(s):  
Arber Balani ◽  
Olga Vladimirovna Glushakova ◽  
Yaroslava Vaysberg ◽  
Natalia Vasilievna Fadeikina ◽  
Vladimir Vasilevich Mikhailov ◽  
...  
Keyword(s):  
Economic Development ◽  
Public Management ◽  
Management System ◽  
Social Economic ◽  
The Public ◽  
The Social ◽  
Social Economic Development

scholarly journals Intellectual Capital and Sustainable Economic Performance in the Public Sector: The Context of the New Public Management in Malaysia

2021 ◽  
Vol 13 (14) ◽  
pp. 7885
Author(s):  
Kardina Kamaruddin ◽  
Indra Abeysekera
Keyword(s):  
Public Sector ◽  
Intellectual Capital ◽  
Economic Performance ◽  
Public Management ◽  
Structural Equation ◽  
New Public Management ◽  
The Public ◽  
New Public ◽  
Operational Variables ◽  
Construct Dimensions

The New Public Management allows us to reflect upon whether intellectual capital helps public sector organisations meet their performance benchmarks. Sustainable economic performance gains importance from the public sector’s service ideal. Although there have been empirical endeavours using intellectual capital as operational variables, this study examines the theoretically informed relationship between the intellectual capital construct and its construct dimensions and the sustainable economic performance construct and its construct dimensions. The decision-making inputs of senior officials in the Malaysian public sector are vital for evaluating the relationship, as these officials are the individual strategists of the collective organisational strategy. The study conducted a survey that received 1092 usable responses and analysed them using the structural equation modelling research method. The findings showed a robust theoretical relationship between intellectual capital and sustainable economic performance. Furthermore, the study identified intellectual capital items that play a vital role in supporting public sector sustainable economic performance in Malaysia under New Public Management. The findings provide useful knowledge for public sector officials and policymakers, and for further research.

scholarly journals Accounting and the post-new public management

2018 ◽  
Vol 32 (1) ◽  
pp. 255-279 ◽  
Author(s):  
Ileana Steccolini
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Content Type ◽  
The Public ◽  
Accounting Research ◽  
Societal Relevance ◽  
New Public ◽  
Public Sector Accounting

Purpose The purpose of this paper is to reflect various pathways for public sector accounting and accountability research in a post-new public management (NPM) context. Design/methodology/approach The paper first discusses the relationship between NPM and public sector accounting research. It then explores the possible stimuli that inter-disciplinary accounting scholars may derive from recent public administration studies, public policy and societal trends, highlighting possible ways to extend public sector accounting research and strengthen dialogue with other disciplines. Findings NPM may have represented a golden age, but also a “golden cage,” for the development of public sector accounting research. The paper reflects possible ways out of this golden cage, discussing future avenues for public sector accounting research. In doing so, it highlights the opportunities offered by re-considering the “public” side of accounting research and shifting the attention from the public sector, seen as a context for public sector accounting research, to publicness, as a concept central to such research. Originality/value The paper calls for stronger engagement with contemporary developments in public administration and policy. This could be achieved by looking at how public sector accounting accounts for, but also impacts on, issues of wider societal relevance, such as co-production and hybridization of public services, austerity, crises and wicked problems, the creation and maintenance of public value and democratic participation.

scholarly journals A Framework for Results Based Management to The Public Sector in Egypt:Challenges and Opportunities

2015 ◽  
Vol 4 (4) ◽  
pp. 23
Author(s):  
Wael Omran Aly
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Management ◽  
Third World ◽  
New Public Management ◽  
National Development ◽  
Arab Countries ◽  
The Public ◽  
Modern Development ◽  
Effective Development

Abstract:After the Second World War, the newly emerged independent third world countries faced immense problems such as poverty, illiteracy, poor health, low agriculture and industrial productivity and social instability. The idea of development administration was born with the above-stated pragmatic concern. Since then, third world countries strived to adopt development administration principles and techniques; in order to transform their conventional traditional public administration into modern development administration that can lead the prospective development.Such conventional public administration deals with regulatory aspects of administration such as law and order, judicial administration and revenue collection, development administration is concerned with the socio-economic developmental activities. Thus, traditional public administration is structure-oriented while developmental administration is action- oriented. Many third world countries failed in realizing such desired shift by converting its conventional public administration to effective development administration; able to achieve the intended national development via the formulation and the implementation of plans, policies, programs and projects necessary for sustainable development purposes. Such bad governance had led the people to go up against such government; as it happens lately in some Arab countries like Egypt and Tunisia.Therefore, the public sector in Egypt need to be deregulated, a new results-based management is a must; to hold managers accountable. This is a fundamental change: holding managers accountable for what they do, not how they do it. The public sector reform initiatives (especially the New Public management –NPM) have resulted in changing the accountability concept; from accountability in terms of procedural compliance to accountability in terms of efficiency and results (effectiveness and cost effectiveness).  

scholarly journals New public management and the rise of public sector performance audit

2018 ◽  
Vol 32 (1) ◽  
pp. 280-306 ◽  
Author(s):  
Lee D. Parker ◽  
Kerry Jacobs ◽  
Jana Schmitz
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Content Type ◽  
The Public ◽  
Key Stakeholders ◽  
New Public ◽  
Performance Audit ◽  
Performance Auditing ◽  
Strong Control

Purpose In the context of global new public management reform trends and the associated phenomenon of performance auditing (PA), the purpose of this paper is to explore the rise of performance audit in Australia and examines its focus across audit jurisdictions and the role key stakeholders play in driving its practice. Design/methodology/approach The study adopts a multi-jurisdictional analysis of PA in Australia to explore its scale and focus, drawing on the theoretical tools of Goffman. Documentary analysis and interview methods are employed. Findings Performance audit growth has continued but not always consistently over time and across audit jurisdictions. Despite auditor discourse concerning backstage performance audit intentions being strongly focussed on evaluating programme outcomes, published front stage reports retain a strong control focus. While this appears to reflect Auditors-General (AGs) reluctance to critique government policy, nonetheless there are signs of direct and indirectly recursive relationships emerging between AGs and parliamentarians, the media and the public. Research limitations/implications PA merits renewed researcher attention as it is now an established process but with ongoing variability in focus and stakeholder influence. Social implications As an audit technology now well-embedded in the public sector accountability setting, it offers potential insights into matters of local, state and national importance for parliament and the public, but exhibits variable underlying drivers, agendas and styles of presentation that have the capacity to enhance or detract from the public interest. Originality/value Performance audit emerges as a complex practice deployed as a mask by auditors in managing their relationship with key stakeholders.

scholarly journals Waiting for the next wave: trajectories, narratives and conveying the state of public sector reform

2009 ◽  
Vol 5 (1) ◽  
Author(s):  
Evert Lindquist
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Economic Transformation ◽  
The State ◽  
Government Officials ◽  
State Sector ◽  
Democratic Reform ◽  
New Public

With the adoption of the State Sector Act in 1988, the New Zealand public sector revolution was in full motion. The Act was one of many initiatives that provided a new framework for government and managing public services (Boston et al., 1996; Scott, 2001). New Zealand rapidly became the poster child for what became known as the New Public Management, and an archetype scrutinised around the world. The audacity and intellectual coherence of the New Zealand model became a standard against which the progress of other governments was judged. These reforms were part of  a larger social and economic transformation which led to dislocation and democratic reform. In the crucible of introducing and implementing these reforms, and in the inevitable re-adjustment phases, New Zealand gained a reputation for continuous reflection on its progress by its political leaders, government officials and a small band of impressive academics.

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