New Public Managemen_summary
Transcript of New Public Managemen_summary
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New Public
Management
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Day One, Session Four, pm.
NPM as an ideology
Legitimating NPM
Clarke & Newman, 1997, argue that the New Right havepushed NPM as better than other systems
The New Right argument
Bureaucracy is: rule bound, inward looking, compliancecentre, ossified.
Management is: innovative, externally oriented,performance centred, dynamic
Professional is: paternalist, mystique ridden, standardoriented, self regulating.
Management is: customer centred, transparent, resultsoriented, market tested.
Clarke & Newman, 1997, page 65
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Day One, Session Four, pm.
NPM - Christopher Hood
One of the first writers to use the term NPM
Linked it to the Thatcherite drive with the three Es:Economy, Effectiveness, Efficiency.
Central Doctrines Focus on management, not policy
Break-up of public bureaucracies
Contracting out
Competition Monetary incentives
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Day One, Session Four, pm.
Pollit, Christopher
Also concerned with the weaknesses inNPM
He wrote of its preoccupation with simply
traditional and classical approaches But Pollit recognised that the growth of
managerialism in the public sectorbegan pre Thatcher, under Wilson andHeath
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Day One, Session Four, pm.
The argument for NPM
Most entrepreneurial governments promotecompetition between service providers. Theyempower citizens by pushing control out ofbureaucracy into the community. They measure
performance of their agenciesThey are driven bygoalsnot by rules. They redefine their clients ascustomers and offer them choices.
Osbourne & Gaebler, 1992, p.20
Osbourne & Gaebler advocated a theory in theUSA called Reinventing Government. It was veryinfluential and is similar in characteristics to theNPM.
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Day One, Session Four, pm.
Conclusions on NPM
Hughes (1998) states the following weaknesses ofNPM: its economic base, private sectorbackground, neo taylorism, politicalisation ofbureaucracy, reduced accountability,
implementation, abstract concepts.But he also says: the old model did not work
anymore. p.20
As a consequence we can see a trend towardsmajor social contradictions and conflicts beingexperienced at the front line of service delivery.Clarke & Newman, p.159
The Conservatives succeeded in redrawing theboundaries of the state, substituting markets for
politics in the allocation of resources andmodelling the remaining public sector on private
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Reinventing Government the New PublicManagement
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Reinvention
An effort to improve quality andproductivity
Requires increased entrepreneurship
An entrepreneurial government is...
Streamlined
Flexible
Responsive
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Principles of a reinventedGovernment
Catalytic steer (recognize options) dont row (singleobjective)
Community-owned (empower, dont just serve)
Competitive with private enterprise
Mission- and customer-driven, results oriented
Anticipatory (prevent, dont cure)
Decentralized (participation and teamwork)
Market-oriented
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Issues
Do the differences between the goals of businesses andgovernment agencies create fundamentally differentincentives?
Should market forces drive public organizations? Should economic principles be paramount?
Is administrative efficiency an appropriate goal?
Measuring productivity
http://www.whitehouse.gov/omb/ -
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Federal productivityprograms
OMB Office of Management and Budget (Executive Office of
the President)
Goals:
Improve Federal financial management
Reduce fraud, waste and abuse
Privatize where possible
Encourage use of new technologies
http://www.whitehouse.gov/omb/http://www.whitehouse.gov/omb/http://www.whitehouse.gov/omb/http://www.whitehouse.gov/omb/http://govinfo.library.unt.edu/npr/ -
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1993 GPRA Government Performance
National Performance Review and National Partnershipfor Reinventing Government
Cut red tape, reduce size of Federal government, putcustomers first and empower employees
Federal agencies had to: Develop strategic plans and measures of
performance Produce annual performance plans and reports
(1998 GAO evaluation of agency compliance -
Justice Dept. example) One thing that was accomplished the Federal workforce
was reduced by more than 300,000 employees
http://govinfo.library.unt.edu/npr/http://www.gao.gov/new.items/gpra/gg98134r.pdfhttp://www.gao.gov/new.items/gpra/gg98134r.pdfhttp://www.gao.gov/new.items/gpra/gg98134r.pdfhttp://govinfo.library.unt.edu/npr/http://govinfo.library.unt.edu/npr/ -
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Quality of life issues
Compensation
Working conditions
Worker opportunity for growth
Autonomy Responsibility
Authority
Social relevance Balancing personal life
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Job Enrichment
Better performance through:
Task diversity
Autonomy
Clear feedback on performance
Methods
Expanded work / team work
Vertical loading (devolve managementresponsibilities to workers)
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Result: The newmanagement
Some common precepts and buzzwords:
Clearly defined goals and objectives
Simple structure, lean staff
Precise measures of output
Just in time
Loose and tight: central direction coexists with individualautonomy
Stick to what you know- avoid excessive diversification Customer service / customer orientation
Employee empowerment - those closest to the task should knowthe most
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Techniques to implement thenew management fads or
helpful tools?
Management by Objectives (MBO)
Quality Circles
Organization Development (OD)
Total Quality Management (TQM)
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Management by Objectives
Top develops broad goals
Rest of organization develops objectives and sets performance
criteria
Performance criteria can be amount of work, quality ofwork, effectiveness of work, timely completion, and costs
Requires lots of time, effort and paperwork to implement
May be a sneaky way to ramp up production
Best applicable when output is quantifiable Application can promote cynicism throughout the workplace
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Quality circles
Small groups that meet to identify and solve workplaceissues
Requires support of top management
Care not to cut out middle managers(recommendations still go through chain)
Requires training group members in decision-makingtechniques
Groups may ask for resources that are unavailable Results may not benefit the employers bottom line
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Total Quality Management(TQM)
Emphasis on quality service, customer orientation and
program excellence
Employee involvement
Enhanced communications
Standards and measures
Extensive training and recognition
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Difficulties in implementation Resistance to change and to participatory management
Lack of funding
Lack of knowledge
Personnel regulations
Lack of attention and support from senior managers
Like psychoanalysis feels good but absence ofmeasurable gains over the short term
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Benchmarking and BestPractices
Survey experts and academics to identify like agencies
and programs with excellent reputations
Visit them examine how they work
Input-process-output
Work processes, personnel practices, performance standards
and measures
Develop benchmarks for local use
So obvious it may not require management experts
Same solutions not applicable everywhere