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  <controlfield tag="008">180718b1995   xxu||||| |||| 00| 0 eng d</controlfield>
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    <subfield code="a">Borins, Sandford</subfield>
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  <datafield tag="245" ind1=" " ind2=" ">
    <subfield code="a">The new public management is here to stay</subfield>
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    <subfield code="c">1995</subfield>
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    <subfield code="a">p.122-32</subfield>
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    <subfield code="a">Spring</subfield>
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  <datafield tag="520" ind1=" " ind2=" ">
    <subfield code="a">The new public management is not a simplistic Big Answer. Rather, it is a normative reconceptualization of public administration consisting of several inter-related components: providing high-quality services that citizens value; increasing the autonomy of public managers, particularly from central agency controls; measuring and rewarding organizations and individuals on the basis of whether they meet demanding performance targets; making available the human and technological resources that managers need to perform well; and, appreciative of the virtues of competition, maintaining an open-minded attitude about which public purposes should be performed by the private sector, rather than the public sector. The new public management claims that some important results will flow from this agenda: innovative bureaucracies that provide better service, produced at lower cost by public servants whose morale has improved. - Reproduced</subfield>
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    <subfield code="a">Public administration - Canada</subfield>
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    <subfield code="a">Public administration</subfield>
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    <subfield code="a">Canadian Public Administration</subfield>
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    <subfield code="a">IIPA</subfield>
    <subfield code="b">IIPA</subfield>
    <subfield code="d">2018-07-19</subfield>
    <subfield code="h">Volume no: 38, Issue no: 1</subfield>
    <subfield code="p">AR32152</subfield>
    <subfield code="r">2018-07-19</subfield>
    <subfield code="w">2018-07-19</subfield>
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