000			01209pab a2200169 454500
008			180718b2003 xxu||||| |||| 00| 0 eng d
100			_aNorman, Richard
245			_aParadoxes and pendulum swings: performance management in New Zealand's public sector
260			_c2003
300			_ap.35-49.
520			_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.
650			_aPublic administration - New Zealand
650			_aPublic administration
700			_aGregory, Robert
773			_aAustralian Journal of Public Administration
909			_a59204
999			_c59204 _d59204