scholarly journals DEVELOPMENT OF A STRATEGIC MANAGEMENT SYSTEM IN GREEK PUBLIC SCHOOLS

2021 ◽  
Vol 5 (1) ◽  
Author(s):  
Ioannis Arvanitakis
Keyword(s):  
Public Schools ◽  
Public Management ◽  
New Public Management ◽  
The Political ◽  
Decision Making Process ◽  
Quality Service ◽  
Total Quality ◽  
New Public ◽  
Time Frames ◽  
Management Issues

The New Public Management, as a philosophy, focuses on providing more quality service to the citizen by delivering it to "the customer", a concept derived from the theory of Total Quality Management. Besides, it contributes to optimizing the decision-making process by linking costs - benefits and taking into account emerging efficiencies, as well as achieving predetermined results - objectives set in specific time frames. Concepts such as indicators, performance, evaluation, due to misuse and mistakes made at the political level in previous years, cause reactions to the educational community, which is distrustful of political leadership and shows the majority is reluctant to participate in processes that their outcome could be interpreted as perceived by the superior authority. There is no doubt that education has the most important contribution to the improvement of human capital from birth to university studies. The Greek Ministry of Interior is responsible for the supervision over decentralized administrations and local authorities (municipalities and regions), coordination and organization of recourse to the popular verdict (elections, referendums), legislation on Greek citizenship and expatriates, and legislation on registers, registries and demographics. So, it can be considered as the main stakeholder for Public Management issues. With a series of Legislation, the roadmap seems to be set. Recently, by the Greek Law 4692/2020, some of the basic concepts of Management are institutionalized, such as the process of planning and evaluation (internal and external) the school unit and Teachers evaluation are being defined. <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0770/a.php" alt="Hit counter" /></p>

Political Steering and Bureaucratic Autonomy

2018 ◽  
Author(s):  
Morten Egeberg ◽  
Jarle Trondal
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Organizational Capacity ◽  
The Political ◽  
Questionnaire Data ◽  
Public Governance ◽  
Bureaucratic Autonomy ◽  
Large N ◽  
New Public ◽  
Political Steering

This chapter draws attention to the effects of vertical specialization of organizations and how it affects public governance. The chapter documents that agency officials pay significantly less attention to signals from executive politicians than their counterparts within ministerial (cabinet-level) departments. This finding also holds when controlling for variation in tasks, the political salience of issue areas, and officials’ rank. In addition, it is documented that the greater the organizational capacity available within the respective ministerial departments, the more agency personnel tend to assign weight to signals from the political leadership. Expert concerns are strongly emphasized at both levels; however, agency personnel are more sensitive to the influence of affected parties. The chapter applies large-N questionnaire data at four points in time (1986, 1996, 2006, and 2016) that spans three decades and shifting administrative doctrines: New Public Management as well as post-New Public Management.

Quality Assurance and Accreditation in Open and Distance Learning

2021 ◽  
pp. 1079-1097
Author(s):  
Vimbi Petrus Mahlangu
Keyword(s):  
Quality Assurance ◽  
Distance Learning ◽  
Total Quality Management ◽  
Public Management ◽  
New Public Management ◽  
Total Quality ◽  
New Public ◽  
The World ◽  
Open And Distance Learning

The purpose of this chapter is to argue that all open and distance learning (ODL) institutions should carry out quality assurance and accreditation processes in order for students and funders to have confidence in them. It also explains in detail what quality assurance and accreditation entails in ODL. This chapter follows a qualitative approach in understanding quality assurance and accreditation in ODL. Data were collected via literature review. During recent decades, the discourse and practices of systematic quality assurance and quality control have spread around the world, resulting to a great extent in market-based models related to the ideology and policy of neo-liberalism and expressed in economic rationalities such as new public management, total quality management, public choice, and human capital. Quality assurance and accreditation in ODL aims to maintain and raise the quality of education and to guarantee the improvement of its standards.

New Public Management and Education

2005 ◽  
Vol 3 (1) ◽  
pp. 75-89 ◽  
Author(s):  
Sowaribi Tolofari
Keyword(s):  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Economic Recession ◽  
New Right ◽  
The Political ◽  
Principal Characteristics ◽  
New Public ◽  
Enterprise Education ◽  
Key Staff

Public administration has always been under constant review. Such reviews were mostly parochial, incremental, initiated or driven by low-key staff and often ended as fads. From the end of the 1970s to the 1990s, however, governments around the world were engaged in widespread and sustained reforms of their public administration. These reforms were born out of economic recession, but also had political and social drivers. They were initiated by the political apex and fuelled by New Right ideology. Collectively, these reforms came to be termed New Public Management (NPM). NPM is characterised by marketisation, privatisation, managerialism, performance measurement and accountability. This employment of corporate attitudes in public administration is grounded on certain theories, mainly public choice, transaction cost analysis and principal-agent theory. As with every other sector, the education service was also reformed. In this field the major signs of NPM are the local management of schools on managerialist principles and the heightened influence of stakeholders in the daily life of the school, while the collegiality of academia is diminished. At the higher education level, institutions are tending towards full-fledged corporate organisations delivering enterprise education. This article discusses NPM in detail, tracing its origins, considering the theories and examining its principal characteristics, and then takes a critical look at its implications for education.

scholarly journals Implicações da nova Gestão Pública para a educação: Análise comparativa entre Brasil e Angola

2018 ◽  
Vol 26 ◽  
pp. 129
Author(s):  
Elisangela Alves da Silva Scaff ◽  
Kellcia Rezende Souza ◽  
Isaac Paxe
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Educational Reforms ◽  
The Political ◽  
Archival Research ◽  
Public Spheres ◽  
The Public ◽  
New Public ◽  
Educational Field

This article seeks to analyze the setup of the New Public Management in the educational field in Angola and Brazil between 1988 and 2017. The study that grounds this paper was carried out through bibliographic and archival research. Aiming to understand the phenomenon researched beyond a unilateral perceptive, we decided to ground this analysis on the comparative paradigm. We understood that the guidelines and prescriptions of the economic field, and the political changes are environments to be taken into account in the current educational reforms in Brazil and Angola, since those environments have a straightforward impact on the public spheres management patterns. Abstracting from this reality dimension in the context of both lusophones countries; enables us to identify the closeness and distances between them, as well as, uncover the convergences and divergences of the political, social and economical context, which reality claims more research.

scholarly journals Governance Theories and Socio-Political Realities of the States in Africa: Case of Benin

2021 ◽  
pp. 19-29
Author(s):  
Kokou Charlemagne N’djibio ◽  
Karima Doucouré Sylla
Keyword(s):  
Public Management ◽  
Political System ◽  
New Public Management ◽  
Theoretical Framework ◽  
The State ◽  
The Political ◽  
Theoretical Frameworks ◽  
New Public ◽  
Political Governance ◽  
Political Realities

Political guidance, the political system and the state organs are come from the governance theories. Our aim is to investigate on these theoretical frameworks in order to apprehend the laws and norms which frame the governance with regard to the socio-political realities in Africa, especially in Benin. The basic theoretical framework binding performance and governance of the firm, takes back the terms of the problem as posed by [1]: conceive the regulation systems of the leader’s behavior allowing preserving the shareholders interests (here the peoples). Qualitatively, the political governance in Benin is significantly influenced by the practices come from the shareholder, partnership and cognitive approaches of the governance. The political system and the organs of the State are influenced by the reforms resulting from the New Public Management. The Socio-political realities in Benin founded on the regionalism negatively impact the political governance.

From Accounting to Accountability at the Virtual Museums in Pompeii and Herculaneum

2014 ◽  
pp. 245-256
Author(s):  
Paolo Esposito
Keyword(s):  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Financial Resources ◽  
Archaeological Sites ◽  
Political Agenda ◽  
The Political ◽  
Cultural Organizations ◽  
New Public ◽  
Regulatory Complexity

The enhancement of artistic and cultural heritage has been a recurring theme within the scientific and cultural debate by scholars from different disciplines and in the political agenda of most countries over the last decades (Senese, 2002; Meneguzzo & Grossi, 2002; Ferri & Zan, 2012). During the early 90s, researchers focused their attention on management practices, tools and models referring to arts and cultural organizations (Peacock, 1982; Frey, 1994; Towse, 1997; Christiansen & Skaerbaeck, 1997; Zan, 2002), as well as on the development of new and different organizational forms under pressure from the New Public Management (Pollitt, 2001; Lapsley, 2008; Ferri & Zan, 2012; Lindqvist, 2012). These studies aimed at analyzing, developing and proposing different conceptual and management frameworks within a context characterized by increasing scarcity of financial resources in addition to regulatory complexity. The purpose of this chapter is to provide an analysis of the growing phenomenon represented by the “Virtual Musealization” of archaeological sites in Italy, focusing on the case of Pompeii and Herculaneum.

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