| 000 -LEADER |
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| fixed length control field |
01401pab a2200169 454500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
180718b1999 xxu||||| |||| 00| 0 eng d |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Marsh, Ian |
| 245 ## - TITLE STATEMENT |
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| Title |
Program strategy and coalition building as facets of new public management |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
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| Date of publication, distribution, etc. |
1999 |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
p.54-67 |
| 362 ## - DATES OF PUBLICATION AND/OR SEQUENTIAL DESIGNATION |
|---|
| Dates of publication and/or sequential designation |
Dec |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc. |
This paper explores two issues: first, the strategic and coalition-building tasks that may be routinely associated with New Public Management (NPM); and second, the implications of acknowledging these tasks for the conception of public management. NPM focuses on performance. It invites managers to accept responsibility for whole programs or systems (Kettle, 1997; Dunleavy, 1994; Ridley, 1996; Hood, 1995). This directs attention to basic program frameworks (that is, program strategy), as well as to operations. It involves the purposes of programs. It involves routine attention to such factors as the effectiveness of outcomes, the identification of alternative program configurations, the implications of emerging issues and needs, and the mobilisation of authority for change. In practice, this authority derives both from program stakeholders, as well as from ministers and the broader political system. - Reproduced |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Public administration - Australia |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Public administration |
| 773 ## - HOST ITEM ENTRY |
|---|
| Main entry heading |
Australian Journal of Public Administration |
| 909 ## - |
|---|
| -- |
43520 |
