What is wrong with the new public management?
By: Savoie, Donald J.
Material type:
ArticlePublisher: 1995Description: p.112-21.Subject(s): Public administration - Canada | Public administration
In:
Canadian Public AdministrationSummary: The new public management or, as the jargon has it, the "entrepreneurial management paradigm," has been in fashion in many countries, especially in the Anglo-American democracies, for about fifteen years. One can trace its origin to the political leadership which came into office in these countries in the late 1970s and 1980s. It arose from the conviction that bureaucracy was broken and needed fixing, and that private sector solutions were the key. The enthusiasm did not wane when a new political leadership assumed power. In the United States, President Clinton launched, with considerable fanfare, a National Performance Review exercise )NPR) designed to overhaul the civil service and asked his vice-preside nt to lead the charge. It is hoped that the Review's 800 recommendations will "reinvent" government by borrowing the best management practices found in private business. As Ronald Moe points out, "virtually the entire thrust of the [NPR] report and its recommendations make sense only if this premise [i.e., the public and private sectors are alike] is actually the operative concept. - Reproduced
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | Volume no: 38, Issue no: 1 | Available | AR32153 |
The new public management or, as the jargon has it, the "entrepreneurial management paradigm," has been in fashion in many countries, especially in the Anglo-American democracies, for about fifteen years. One can trace its origin to the political leadership which came into office in these countries in the late 1970s and 1980s. It arose from the conviction that bureaucracy was broken and needed fixing, and that private sector solutions were the key. The enthusiasm did not wane when a new political leadership assumed power. In the United States, President Clinton launched, with considerable fanfare, a National Performance Review exercise )NPR) designed to overhaul the civil service and asked his vice-preside nt to lead the charge. It is hoped that the Review's 800 recommendations will "reinvent" government by borrowing the best management practices found in private business. As Ronald Moe points out, "virtually the entire thrust of the [NPR] report and its recommendations make sense only if this premise [i.e., the public and private sectors are alike] is actually the operative concept. - Reproduced
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