01158pab a2200145 454500008004000000100002000040245008900060260000900149300001300158520070700171650004000878650002600918700002000944773004800964180718b2003   xxu||||| |||| 00| 0 eng d  aNorman, Richard  aParadoxes and pendulum swings: performance management in New Zealand's public sector  c2003  ap.35-49.  aUnder New Zealand's radical state sector reforms, `empowered' managers are held accountable in an arm's length way by politicians and control agencies through the use of clearly states objectives and the availability of quality information about progress towards those objectives. However, empirical research indicates that this thermostatic metaphor embodies a number of paradoxes. A great deal of international attention has been paid to these reforms, but New Zealand has not discovered any ultimate resolution of the fundamental paradox of modern bureaucracy - the tendency for control to subvert purpose - and his now seeking a new `balance' between these two managerial imperatives. - Reproduced.  aPublic administration - New Zealand  aPublic administration  aGregory, Robert  aAustralian Journal of Public Administration