01261pab a2200181 454500008004000000100002800040245014700068260000900215300001200224520060100236650002600837700001700863700001700880773005100897909001000948999001700958952010400975180718b2002   xxu||||| |||| 00| 0 eng d  aGolembiewski, Robert T.  aCacaphones in the contemporary chorus about change at public worksites as contrasted with some straight talk from a planned change perspective  c2002  a111-37.  aThe new public management (henceforth NPM) has coalesced into a movement in a short period of time, virtually worldwide. Thus, inter alia, we hear about the allegedly-new focus on the "customers" of public services, which are to be provided by "public intrapreneurs" as well as by cadres of employees at all levels who are "empowered." And so on and on-through the conventional organizational litany including cross training, total quality, performance measurement, and eventuating in strategic planning. These emphases make for a pleasing, even convincing, organizational libertto. - Reproduced.  aPublic administration  aSun, Ben-Chu  aVigoda, Eran  aInternational Journal of Public Administration  a52881  c52881d52881  00104070aIIPAbIIPAd2018-07-19hVolume no: 25, Issue no: 1pAR53311r2018-07-19w2018-07-19yAR