01859pab a2200193 454500008004000000100002600040245014100066260000900207300001300216362000800229520116500237650002601402650003501428650002601463773004501489909001001534999001701544952010401561180718b2000   xxu||||| |||| 00| 0 eng d  aArellano-Gault, David  aChallenges for the new public management: organizational culture and the administrative modernization program in Mexico city (1995-1997)  c2000  ap.400-13  aDec  aIn developed countries, new public management (NPM) is typically used to improve existing institutions democratically where the bureaucracy is already controlled through agencies and institutions.  However, in Mexico, it is being used as a top-down reform strategy where solid institutional framework, rule of law, checks and balances, civil service system, and accountability systems are all absent or ineffective.  In the absence of robust institutions for administrative control and oversight, this use of NPM reform strategies faces two basic dangers: (a) overrelying on techniques over substantive reform and (b) underestimating the difficulty of changing the existing bureaucratic culture.  Given the current political and institutional situation in Mexico, the most probable outcome of implementing NPM ideas is symbolic rather than actual change.  That is, government is most likely to implement reengineering teams but to render them ineffective by retaining the existing vertical and authoritarian structure and culture.  A case study evaluating Mexico City's NPM-based administrative reform program is used to support these conclusions. - Reproduced  aWork culture - Mexico  aAdministrative reform - Mexico  aAdministrative reform  aAmerican Review of Public Administration  a47327  c47327d47327  00104070aIIPAbIIPAd2018-07-19hVolume no: 30, Issue no: 4pAR47755r2018-07-19w2018-07-19yAR