000			01401pab a2200169 454500
008			180718b1999 xxu||||| |||| 00| 0 eng d
100			_aMarsh, Ian
245			_aProgram strategy and coalition building as facets of new public management
260			_c1999
300			_ap.54-67
362			_aDec
520			_aThis paper explores two issues: first, the strategic and coalition-building tasks that may be routinely associated with New Public Management (NPM); and second, the implications of acknowledging these tasks for the conception of public management. NPM focuses on performance. It invites managers to accept responsibility for whole programs or systems (Kettle, 1997; Dunleavy, 1994; Ridley, 1996; Hood, 1995). This directs attention to basic program frameworks (that is, program strategy), as well as to operations. It involves the purposes of programs. It involves routine attention to such factors as the effectiveness of outcomes, the identification of alternative program configurations, the implications of emerging issues and needs, and the mobilisation of authority for change. In practice, this authority derives both from program stakeholders, as well as from ministers and the broader political system. - Reproduced
650			_aPublic administration - Australia
650			_aPublic administration
773			_aAustralian Journal of Public Administration
909			_a43520
999			_c43520 _d43520