scholarly journals How academic reforms change the organizational design of universities

2016 ◽  
Author(s):  
Ilse Hagerer
Keyword(s):  
Public Management ◽  
Organizational Design ◽  
New Public Management ◽  
Organizational Setting ◽  
Scientific Excellence ◽  
Elite University ◽  
Research Activities ◽  
New Public ◽  
Distribution Of Resources ◽  
Contingency Approach

The academic landscape is changing in the course of New Public Management (NPM). More duties are assigned to universities and as a result transferred to their faculties. Management knowledge is needed for solving the problem of higher requirements for deans in terms of distribution of resources, responsibility for personal and finances. Until now, deans do not necessarily have this knowledge. One crucial approach for this problem is professionalization, which can take shape in various forms, e. g. in establishing positions for a new occupational group of academia professionals. To reach the organization’s objective in an effective and efficient way, there is no best solution corresponding to the contingency approach, it rather depends on the framework requirements. The results of  an empiric inquiry of framework requirements and deanery attributes on four German universities show that the infrastructures of the faculties as decentral units depend less on the size of the faculty, but very strong on university’s organizational setting. This becomes apparent by the fact that at an elite university with strong research activities and with the profile of an entrepreneurial university, but with small framework requirements in the faculties has established many positions of academia professionals. Smaller universities, but also big multi-discipline universities with scientific excellence don’t reach as many academia professionals in spite of having big framework requirements.

scholarly journals Implementation of New Public Management Concept in Budget Preparation in Indonesia

2021 ◽  
Vol 4 (3) ◽  
pp. 28-36
Author(s):  
Yuwin Ali ◽  
Haliah Haliah
Keyword(s):  
Performance Measures ◽  
Public Management ◽  
Organizational Design ◽  
New Public Management ◽  
Positive Development ◽  
Main Difficulty ◽  
The Public ◽  
New Public ◽  
Management Application ◽  
Management Concept

New Public Management (NPM) is an umbrella concept that men aungi range of meanings that organizational design and management, application of economic institutions over the management of the public and policy patterns. Implements concept of New Public Management in the preparation of the Budget in Indonesia a show a positive development, the effect on improving the performance of government, namely the implementation of the Performance-Based Budgeting. But the main difficulty in implementing performance-based budgets is the difficulty of agreeing on appropriate performance measures. Measuring an activity or output is easier than determining the size of the expected results or outcomes.

Aligning a Multi-Government Network With Situational Context

2016 ◽  
Vol 47 (2) ◽  
pp. 189-208 ◽  
Author(s):  
Herman L. Boschken
Keyword(s):  
Public Management ◽  
Organizational Design ◽  
New Public Management ◽  
Ad Hoc ◽  
Metropolitan Areas ◽  
Holistic Approach ◽  
Group Behavior ◽  
Administrative Reforms ◽  
New Public ◽  
Government Network

The governance of major metropolitan areas is often associated with a “fragmented” and “uncoordinated” multi-government apparatus, frequently sculpted from years of particularistic ad hoc administrative reforms. This image of dysfunctional structure gains high salience when the metropolitan context is accentuated by complexity and fluidity, especially where intense paradoxical forces of economic development and ecological sustainability are present. The most visible “solutions” for such a state often come from bureaucrats seeking to “streamline” government according to norms of standardization and hierarchy. But, calls for reform may also come from scholars of polycentric government, who see the problem as a misalignment of administrative structure with the metropolitan context. This article adopts the latter, less-appreciated perspective that argues such dysfunctions in a metropolitan multi-government network are essentially problems of adaptive organizational design. Different than the bureaucratic model, treatises on new public management or group-behavior theory, it emphasizes the contextual nature of public administration by employing the holistic framework of “organizational systems.” It illustrates the logic by introducing a toolbox for multi-government design that speaks to the adaptive qualities of government networks in whole metropolitan areas. Its purpose is to reinvigorate this holistic approach in thinking about the way we look at multi-government networks in major metropolitan areas.

scholarly journals German Universities as Actors in Organizational Design – A Qualitative Study

2019 ◽  
Author(s):  
Ilse Hagerer ◽  
Uwe Hoppe
Keyword(s):  
Higher Education ◽  
Organizational Structure ◽  
Public Management ◽  
Organizational Design ◽  
New Public Management ◽  
Qualitative Content Analysis ◽  
Research Question ◽  
Organizational Structures ◽  
Organizational Perspective ◽  
New Public

After the latest reforms in higher education according to the NPM (New Public Management), the autonomy of universities and the organizational perspective have been strengthened. According to predominantly used neo-institutional research in higher education, organizations adapt their structure by the pressure of legitimacy from outside. So the research question arises, if universities are actors and if so, what are the influencing factors on organizational structure. The goal is to point out the reasons for organizational design and if they act on their own or only adapt changes by pressure from outside. For this, interviews with 16 experts in faculty management are conducted and interpreted using qualitative content analysis according to Mayring and Grounded Theory. The results show that it is possible for faculties to change and design their organizational structures. There is staff responsible for this task. They work in the faculty between management and administration. Reasons to change the organizational structure are not caused by legitimacy. Much more, the new tasks cause a real need for new positions. This argumentation is not in line with neo-institutionalism. So the results strengthen the thesis that neo-institutionalism is not sufficient anymore to explain the organizational change of universities.

"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.

Sign in / Sign up

Export Citation Format

Share Document