000			01743pab a2200181 454500
008			180718b2000 xxu||||| |||| 00| 0 eng d
100			_aArellano-Gault, David
245			_aChallenges for the new public management: organizational culture and the administrative modernization program in Mexico city (1995-1997)
260			_c2000
300			_ap.400-13
362			_aDec
520			_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
650			_aWork culture - Mexico
650			_aAdministrative reform - Mexico
650			_aAdministrative reform
773			_aAmerican Review of Public Administration
909			_a47327
999			_c47327 _d47327