Peter Taylor-Gooby
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780199546701
- eISBN:
- 9780191720420
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199546701.001.0001
- Subject:
- Political Science, Comparative Politics, Political Economy
Recent reforms in welfare states generate new challenges to social citizenship. Social citizenship depends on the readiness of voters to support reciprocity and social inclusion and their trust in ...
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Recent reforms in welfare states generate new challenges to social citizenship. Social citizenship depends on the readiness of voters to support reciprocity and social inclusion and their trust in welfare state institutions as services that will meet their needs. Reform programmes in most western countries combine New Public Management, linking market competition and regulation by targets to achieve greater efficiency and responsiveness to service-users, and welfare-to-work and make-work-pay activation policies to manage labour market change. Both developments rest on a rational actor approach to human motivation. The UK has pursued the reform programme with more vigour than any other major European country and provides a useful object less of its strengths and limitations. The book provides a detailed analytic account of social science approaches to agency. It shows that the rational actor approach has difficulties in explaining how social inclusion and social trust arise. Policies based on it provide weak support for these aspects of citizenship. It is attractive to policy-makers seeking solutions to the problem of improving the efficiency and responsiveness of welfare systems in a more globalised world, in which citizens are more critical and the authority of national governments is in decline. Recent reform programmes were undertaken to meet real pressures on existing patterns of provision. They have been largely successful in maintaining mass services but risk undermining social inclusion and eroding trust in public welfare institutions. In the longer term, they may destroy the social citizenship essential to sustain welfare states.Less
Recent reforms in welfare states generate new challenges to social citizenship. Social citizenship depends on the readiness of voters to support reciprocity and social inclusion and their trust in welfare state institutions as services that will meet their needs. Reform programmes in most western countries combine New Public Management, linking market competition and regulation by targets to achieve greater efficiency and responsiveness to service-users, and welfare-to-work and make-work-pay activation policies to manage labour market change. Both developments rest on a rational actor approach to human motivation. The UK has pursued the reform programme with more vigour than any other major European country and provides a useful object less of its strengths and limitations. The book provides a detailed analytic account of social science approaches to agency. It shows that the rational actor approach has difficulties in explaining how social inclusion and social trust arise. Policies based on it provide weak support for these aspects of citizenship. It is attractive to policy-makers seeking solutions to the problem of improving the efficiency and responsiveness of welfare systems in a more globalised world, in which citizens are more critical and the authority of national governments is in decline. Recent reform programmes were undertaken to meet real pressures on existing patterns of provision. They have been largely successful in maintaining mass services but risk undermining social inclusion and eroding trust in public welfare institutions. In the longer term, they may destroy the social citizenship essential to sustain welfare states.
John Parkinson
- Published in print:
- 2006
- Published Online:
- September 2006
- ISBN:
- 9780199291113
- eISBN:
- 9780191604133
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/019929111X.003.0003
- Subject:
- Political Science, Political Theory
This chapter explores the context of the cases, setting out the history of patient involvement initiatives and deliberative experiments in the UK. It highlights the antipathy to interest groups and ...
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This chapter explores the context of the cases, setting out the history of patient involvement initiatives and deliberative experiments in the UK. It highlights the antipathy to interest groups and the ‘research orientation’ of those experiments, and the effects that orientation has had on limiting the scope and agenda of deliberation. It argues that whether deliberation occurs at the local level or at the centre matters a great deal, but that deliberative experiments tend to be at least as much about resource battles between the centre and the periphery as responding to citizens’ needs.Less
This chapter explores the context of the cases, setting out the history of patient involvement initiatives and deliberative experiments in the UK. It highlights the antipathy to interest groups and the ‘research orientation’ of those experiments, and the effects that orientation has had on limiting the scope and agenda of deliberation. It argues that whether deliberation occurs at the local level or at the centre matters a great deal, but that deliberative experiments tend to be at least as much about resource battles between the centre and the periphery as responding to citizens’ needs.
Luiz Carlos Bresser-Pereira
- Published in print:
- 2004
- Published Online:
- November 2004
- ISBN:
- 9780199261185
- eISBN:
- 9780191601507
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0199261180.003.0013
- Subject:
- Political Science, Democratization
Discusses the transition from bureaucratic public administration to public or new public management. Classic bureaucratic administration, based on the Prussian army’s administrative principles, ...
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Discusses the transition from bureaucratic public administration to public or new public management. Classic bureaucratic administration, based on the Prussian army’s administrative principles, resulted from a series of civil service reforms implemented in the second half of nineteenth century. It revealed a surprising historical persistence. Public management reform is the capitalist state organization’s second major reform. It emerged when globalization and the crisis of the state challenged the legitimacy of state bureaucracies and bureaucratic public administration. Margaret Thatcher launched public management reform in Great Britain, but in the end it was adopted by governments formed by political parties from across the political spectrum, including parties on the traditional left, most notably Labour governments in Australia and New Zealand.Less
Discusses the transition from bureaucratic public administration to public or new public management. Classic bureaucratic administration, based on the Prussian army’s administrative principles, resulted from a series of civil service reforms implemented in the second half of nineteenth century. It revealed a surprising historical persistence. Public management reform is the capitalist state organization’s second major reform. It emerged when globalization and the crisis of the state challenged the legitimacy of state bureaucracies and bureaucratic public administration. Margaret Thatcher launched public management reform in Great Britain, but in the end it was adopted by governments formed by political parties from across the political spectrum, including parties on the traditional left, most notably Labour governments in Australia and New Zealand.
Rosemary Deem, Sam Hillyard, and Mike Reed
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199265909
- eISBN:
- 9780191708602
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199265909.003.0001
- Subject:
- Business and Management, Knowledge Management
This chapter has five purposes. First, to provide a general theoretical orientation and framework to analyse changes in UK higher education at the institutional, organizational, and individual ...
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This chapter has five purposes. First, to provide a general theoretical orientation and framework to analyse changes in UK higher education at the institutional, organizational, and individual academic and manager-academic levels. Second, to provide an analytical narrative about the emergence and subsequent development of ‘New Managerialism’ (NM). Third, to review the discursive strategies and control technologies embodied in different formulations of NM and New Public Management (NPM). Fourth, to identify and assess the endemic contradictions, tensions, and conflicts within and between these discursive strategies and control technologies, as well as their broader implications for longer-term institutional change and organizational innovation. Fifth, to provide an initial interpretation of the process of ‘hybridization’ in public services domains and organizationals, and its wider significance for the development of universities as ‘knowledge-intensive organizations’.Less
This chapter has five purposes. First, to provide a general theoretical orientation and framework to analyse changes in UK higher education at the institutional, organizational, and individual academic and manager-academic levels. Second, to provide an analytical narrative about the emergence and subsequent development of ‘New Managerialism’ (NM). Third, to review the discursive strategies and control technologies embodied in different formulations of NM and New Public Management (NPM). Fourth, to identify and assess the endemic contradictions, tensions, and conflicts within and between these discursive strategies and control technologies, as well as their broader implications for longer-term institutional change and organizational innovation. Fifth, to provide an initial interpretation of the process of ‘hybridization’ in public services domains and organizationals, and its wider significance for the development of universities as ‘knowledge-intensive organizations’.
Rosemary Deem, Sam Hillyard, and Michael Reed
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199265909
- eISBN:
- 9780191708602
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199265909.001.0001
- Subject:
- Business and Management, Knowledge Management
The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in ‘ivory towers’, as increasing government intervention and ...
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The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in ‘ivory towers’, as increasing government intervention and a growing ‘target culture’ has changed the way they work. Increasingly universities have transformed from ‘communities of scholars’ to ‘workplaces’. The organization and administration of universities has seen a corresponding prevalence of ideas and strategies drawn from the ‘New Public Management’ ideology in response, promoting a more ‘business-focussed’ approach in the management of public services. This book examines the issues that these changes have had on academics, both as the ‘knowledge-workers’ managed, and the ‘manager-academic’. It draws on a study of academics holding management roles in sixteen UK universities, exploring their career histories and trajectories, and providing accounts of their values, practices, relationships with others, and their training and development as managers. Examining debates around ‘New Public Management’, knowledge management, and knowledge workers, the wider implications of these themes for policy innovation and strategy in HE and the public sector more generally are considered, developing a critical response to recent approaches to managing public services, and practical suggestions for improvements which could be made to the training and support of senior and middle managers in universities.Less
The nature of Higher Education in the UK has changed over the last three decades. Academics can no longer be said to carry out their work in ‘ivory towers’, as increasing government intervention and a growing ‘target culture’ has changed the way they work. Increasingly universities have transformed from ‘communities of scholars’ to ‘workplaces’. The organization and administration of universities has seen a corresponding prevalence of ideas and strategies drawn from the ‘New Public Management’ ideology in response, promoting a more ‘business-focussed’ approach in the management of public services. This book examines the issues that these changes have had on academics, both as the ‘knowledge-workers’ managed, and the ‘manager-academic’. It draws on a study of academics holding management roles in sixteen UK universities, exploring their career histories and trajectories, and providing accounts of their values, practices, relationships with others, and their training and development as managers. Examining debates around ‘New Public Management’, knowledge management, and knowledge workers, the wider implications of these themes for policy innovation and strategy in HE and the public sector more generally are considered, developing a critical response to recent approaches to managing public services, and practical suggestions for improvements which could be made to the training and support of senior and middle managers in universities.
Christopher Hood, Colin Scott, Oliver James, George Jones, and Tony Travers
- Published in print:
- 1999
- Published Online:
- November 2003
- ISBN:
- 9780198280996
- eISBN:
- 9780191599491
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0198280998.003.0009
- Subject:
- Political Science, UK Politics
Examines the relationship between new public management (NPM) reforms and regulation inside government. It charts the changes in regulatory style over a 20‐year period. The relaxation of controls ...
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Examines the relationship between new public management (NPM) reforms and regulation inside government. It charts the changes in regulatory style over a 20‐year period. The relaxation of controls associated with NPM has often been accompanied by the tightening of other forms of control.Less
Examines the relationship between new public management (NPM) reforms and regulation inside government. It charts the changes in regulatory style over a 20‐year period. The relaxation of controls associated with NPM has often been accompanied by the tightening of other forms of control.
EWAN FERLIE, LYNN ASHBURNER, LOUISE FITZGERALD, and ANDREW PETTIGREW
- Published in print:
- 1996
- Published Online:
- October 2011
- ISBN:
- 9780198289029
- eISBN:
- 9780191684661
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198289029.003.0001
- Subject:
- Business and Management, Public Management, Organization Studies
With the rise of new organizational forms, roles, and cultures in the 1980s, something had to be done about the management and organization of the UK public services, particularly on issues regarding ...
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With the rise of new organizational forms, roles, and cultures in the 1980s, something had to be done about the management and organization of the UK public services, particularly on issues regarding due process, equity, probity, and accountability. This chapter introduces the ‘New Public Management’ while explaining how public sector settings are essential in analysing organizations. By providing an overview of the theoretical and substantial context of the changes in the structure and management of the public sector, this chapter is able to discuss how shifting managerial ideologies affects the actual managerial processes. It also explains four different models of New Public Management and analyses these from an Anglo-Saxon and a generally European viewpoint.Less
With the rise of new organizational forms, roles, and cultures in the 1980s, something had to be done about the management and organization of the UK public services, particularly on issues regarding due process, equity, probity, and accountability. This chapter introduces the ‘New Public Management’ while explaining how public sector settings are essential in analysing organizations. By providing an overview of the theoretical and substantial context of the changes in the structure and management of the public sector, this chapter is able to discuss how shifting managerial ideologies affects the actual managerial processes. It also explains four different models of New Public Management and analyses these from an Anglo-Saxon and a generally European viewpoint.
Frank Meier and Uwe Schimank
- Published in print:
- 2010
- Published Online:
- September 2010
- ISBN:
- 9780199590193
- eISBN:
- 9780191723445
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199590193.003.0007
- Subject:
- Business and Management, Public Management, Knowledge Management
Deliberate and successful attempts to build distinctive collective research strategies, or ‘profiles’, that involve reallocating resources to particular areas constitute a new phenomenon in the ...
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Deliberate and successful attempts to build distinctive collective research strategies, or ‘profiles’, that involve reallocating resources to particular areas constitute a new phenomenon in the German university system. Rectors and presidents have come to consider such profile-building as an important task, which their increased authority makes it possible for them to push forward. This chapter discusses how this significant shift in organizational leadership and identity came about, focusing on the key elements of the ‘new public management’ (NPM) that were decisive for this development, and on the factors explaining variations in profile-building activities and their success at German universities.Less
Deliberate and successful attempts to build distinctive collective research strategies, or ‘profiles’, that involve reallocating resources to particular areas constitute a new phenomenon in the German university system. Rectors and presidents have come to consider such profile-building as an important task, which their increased authority makes it possible for them to push forward. This chapter discusses how this significant shift in organizational leadership and identity came about, focusing on the key elements of the ‘new public management’ (NPM) that were decisive for this development, and on the factors explaining variations in profile-building activities and their success at German universities.
Luiz Carlos Bresser-Pereira
- Published in print:
- 2004
- Published Online:
- November 2004
- ISBN:
- 9780199261185
- eISBN:
- 9780191601507
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0199261180.003.0002
- Subject:
- Political Science, Democratization
A summary of the stages through which the modern state has passed historically. It began as authoritarian and patrimonial in the sixteenth and seventeenth centuries: it was the absolutist state. In ...
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A summary of the stages through which the modern state has passed historically. It began as authoritarian and patrimonial in the sixteenth and seventeenth centuries: it was the absolutist state. In the nineteenth century, it turned liberal and bureaucratic: the liberal state imposed the rule of law and assured civil rights. In the first part of the twentieth century, the transition to democracy was completed: it was the time of the liberal state, of elitist or liberal democracy, and, still, of bureaucratic administration. In the second part of that century, the state becomes social-democratic, and assumes a developmental character; democracy now is social or plural rather than just liberal. At the beginning of the twenty-first century, the state is aiming to become social-liberal and republican; democracy is aiming to become participatory or republican; and administration is aiming to become managerial, or inspired by the principles of new public management.Less
A summary of the stages through which the modern state has passed historically. It began as authoritarian and patrimonial in the sixteenth and seventeenth centuries: it was the absolutist state. In the nineteenth century, it turned liberal and bureaucratic: the liberal state imposed the rule of law and assured civil rights. In the first part of the twentieth century, the transition to democracy was completed: it was the time of the liberal state, of elitist or liberal democracy, and, still, of bureaucratic administration. In the second part of that century, the state becomes social-democratic, and assumes a developmental character; democracy now is social or plural rather than just liberal. At the beginning of the twenty-first century, the state is aiming to become social-liberal and republican; democracy is aiming to become participatory or republican; and administration is aiming to become managerial, or inspired by the principles of new public management.
Matthew Flinders
- Published in print:
- 2008
- Published Online:
- September 2008
- ISBN:
- 9780199271603
- eISBN:
- 9780191709241
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199271603.003.0001
- Subject:
- Political Science, UK Politics, Political Economy
State structures have been radically reformulated in recent decades. In both developed and developing countries a neo-liberal informed model or narrative of ‘good governance’ has seen many functions ...
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State structures have been radically reformulated in recent decades. In both developed and developing countries a neo-liberal informed model or narrative of ‘good governance’ has seen many functions and responsibilities hived-off or delegated beyond the direct control of politicians and public officials. However, the state has not been ‘withered away’ or ‘rolled back’ — it has been transformed. This chapter examines how this transformation has been based upon the notion of delegation and why this matters, in both administrative and democratic terms.Less
State structures have been radically reformulated in recent decades. In both developed and developing countries a neo-liberal informed model or narrative of ‘good governance’ has seen many functions and responsibilities hived-off or delegated beyond the direct control of politicians and public officials. However, the state has not been ‘withered away’ or ‘rolled back’ — it has been transformed. This chapter examines how this transformation has been based upon the notion of delegation and why this matters, in both administrative and democratic terms.
Peter Taylor‐Gooby
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780199546701
- eISBN:
- 9780191720420
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199546701.003.0007
- Subject:
- Political Science, Comparative Politics, Political Economy
For a number of reasons the reframing of social citizenship has been pursued more rapidly in the UK than in most other countries, so that national experience offers a useful object lesson in the ...
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For a number of reasons the reframing of social citizenship has been pursued more rapidly in the UK than in most other countries, so that national experience offers a useful object lesson in the strengths and weaknesses of rational actor reforms in the European context. This chapter analyses the reframing process in detail under successive governments, paying attention to the institutional structure of government departments, the part played by the Treasury, and the understanding of the challenges by the chief policy actors. It discusses the logic of policy reform in official documents and shows how rational actor assumptions predominate. The problems identified in relation to the new policies are chiefly to do with the difficulties of structuring incentives appropriately and of establishing a level playing field for equal opportunity policies. The issues that provider incentives may focus on the competitive advantage of their particular agency rather than public benefit, social inclusion may receive little support, and the value basis of social trust may be damaged receive insufficient recognition.Less
For a number of reasons the reframing of social citizenship has been pursued more rapidly in the UK than in most other countries, so that national experience offers a useful object lesson in the strengths and weaknesses of rational actor reforms in the European context. This chapter analyses the reframing process in detail under successive governments, paying attention to the institutional structure of government departments, the part played by the Treasury, and the understanding of the challenges by the chief policy actors. It discusses the logic of policy reform in official documents and shows how rational actor assumptions predominate. The problems identified in relation to the new policies are chiefly to do with the difficulties of structuring incentives appropriately and of establishing a level playing field for equal opportunity policies. The issues that provider incentives may focus on the competitive advantage of their particular agency rather than public benefit, social inclusion may receive little support, and the value basis of social trust may be damaged receive insufficient recognition.
Johan P. Olsen
- Published in print:
- 2010
- Published Online:
- September 2010
- ISBN:
- 9780199593934
- eISBN:
- 9780191594632
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199593934.003.0004
- Subject:
- Political Science, Comparative Politics, European Union
Chapter 4 explores the processes through which institutions struggle for a place in the democratic order and how they achieve and lose primacy and autonomy. It attends to why it is difficult to find ...
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Chapter 4 explores the processes through which institutions struggle for a place in the democratic order and how they achieve and lose primacy and autonomy. It attends to why it is difficult to find a form of political organization that is perceived as normatively best and also sustainable, securing a stable equilibrium between central government and partly autonomous institutions. The analytical value of ‘autonomy’ as detachment from politics and the apolitical dynamics of change assumed by many New Public Management reforms are questioned, and the interplay between central authority and institutional autonomy is interpreted as an artefact of partly decoupled inter-institutional processes involving the struggle for power among interdependent and co-evolving institutions that are carriers of competing yet legitimate values, interests, behavioural logics, and resources. The issues are illustrated by the cases of public administration and the public university.Less
Chapter 4 explores the processes through which institutions struggle for a place in the democratic order and how they achieve and lose primacy and autonomy. It attends to why it is difficult to find a form of political organization that is perceived as normatively best and also sustainable, securing a stable equilibrium between central government and partly autonomous institutions. The analytical value of ‘autonomy’ as detachment from politics and the apolitical dynamics of change assumed by many New Public Management reforms are questioned, and the interplay between central authority and institutional autonomy is interpreted as an artefact of partly decoupled inter-institutional processes involving the struggle for power among interdependent and co-evolving institutions that are carriers of competing yet legitimate values, interests, behavioural logics, and resources. The issues are illustrated by the cases of public administration and the public university.
Terry McNulty and Ewan Ferlie
- Published in print:
- 2004
- Published Online:
- October 2011
- ISBN:
- 9780199269075
- eISBN:
- 9780191699351
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199269075.003.0010
- Subject:
- Business and Management, Public Management, Organization Studies
This chapter discusses whether process-based organization and the notion of New Public Management (NPM) complement or contradict each other. We re-visit the earlier analysis of the UK NPM and ...
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This chapter discusses whether process-based organization and the notion of New Public Management (NPM) complement or contradict each other. We re-visit the earlier analysis of the UK NPM and consider its implications for the emerging Labour government for the organization and management of UK public services. With this, we analyse how the process-based model of organization complies with the features of current public service organizations. The chapter describes how the UK NPM movement evolved in the late 1990s and draws attention to the issues that came out during this period by presenting the four subtypes of the NPM. This chapter concludes that there is a tension between the process and functional principles in organizing. Thus, we see how reengineers were not able to establish a set of core processes to facilitate corporate change. This particular case of BPR brought about change but not organizational transformation.Less
This chapter discusses whether process-based organization and the notion of New Public Management (NPM) complement or contradict each other. We re-visit the earlier analysis of the UK NPM and consider its implications for the emerging Labour government for the organization and management of UK public services. With this, we analyse how the process-based model of organization complies with the features of current public service organizations. The chapter describes how the UK NPM movement evolved in the late 1990s and draws attention to the issues that came out during this period by presenting the four subtypes of the NPM. This chapter concludes that there is a tension between the process and functional principles in organizing. Thus, we see how reengineers were not able to establish a set of core processes to facilitate corporate change. This particular case of BPR brought about change but not organizational transformation.
Peter Taylor‐Gooby
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780199546701
- eISBN:
- 9780191720420
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199546701.003.0003
- Subject:
- Political Science, Comparative Politics, Political Economy
This chapter analyses responses to the pressures on social and public provision among European countries and at the level of the EU. It argues that attempts to develop common EU-wide social provision ...
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This chapter analyses responses to the pressures on social and public provision among European countries and at the level of the EU. It argues that attempts to develop common EU-wide social provision have been largely unsuccessful, while EU monetary and open market policies have transformed the economic context. Social policy reforms have developed mainly at the national level, in the shadow of European economic policies. While major differences remain between groupings of countries, two common directions can be identified. Social security benefit, employment, and labour market reforms strengthen work incentives and increasingly put the responsibility on individuals to pursue opportunities actively. New Managerialist policies in health, social care, and other services impose strict targets on providers and introduce competitive quasi-markets. Taken together these new policy directions imply a shift in the assumptions about social citizenship. Those involved as providers and users are expected to act as deliberative and pro-active rational actors, with individual opportunities and incentives playing a major role. Governments become increasingly concerned with equality of opportunity rather than outcome.Less
This chapter analyses responses to the pressures on social and public provision among European countries and at the level of the EU. It argues that attempts to develop common EU-wide social provision have been largely unsuccessful, while EU monetary and open market policies have transformed the economic context. Social policy reforms have developed mainly at the national level, in the shadow of European economic policies. While major differences remain between groupings of countries, two common directions can be identified. Social security benefit, employment, and labour market reforms strengthen work incentives and increasingly put the responsibility on individuals to pursue opportunities actively. New Managerialist policies in health, social care, and other services impose strict targets on providers and introduce competitive quasi-markets. Taken together these new policy directions imply a shift in the assumptions about social citizenship. Those involved as providers and users are expected to act as deliberative and pro-active rational actors, with individual opportunities and incentives playing a major role. Governments become increasingly concerned with equality of opportunity rather than outcome.
Ewan Ferlie, Lynn Ashburner, Louise Fitzgerald, and Andrew Pettigrew
- Published in print:
- 1996
- Published Online:
- October 2011
- ISBN:
- 9780198289029
- eISBN:
- 9780191684661
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198289029.001.0001
- Subject:
- Business and Management, Public Management, Organization Studies
This book analyses the changes in the organization and management of the UK public services over the last fifteen years, looking particularly at the restructured NHS. The book presents an up-to-date ...
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This book analyses the changes in the organization and management of the UK public services over the last fifteen years, looking particularly at the restructured NHS. The book presents an up-to-date analysis around three main themes: the transfer of private sector models to the public sector; the management of change in the public sector; and management reorganization and role change. In doing so it examines the extent to which a New Public Management has emerged and asks whether this is a parochial UK development or of wider international significance. Important analytic themes include: an analysis of the nature of the change process in the UK public services; characterisation of quasi markets; and the changing role of local Boards and possible adaptation by professional groupings. The book also addresses the important and controversial question of accountability, and contributes to the development of a general theory of the New Public Management.Less
This book analyses the changes in the organization and management of the UK public services over the last fifteen years, looking particularly at the restructured NHS. The book presents an up-to-date analysis around three main themes: the transfer of private sector models to the public sector; the management of change in the public sector; and management reorganization and role change. In doing so it examines the extent to which a New Public Management has emerged and asks whether this is a parochial UK development or of wider international significance. Important analytic themes include: an analysis of the nature of the change process in the UK public services; characterisation of quasi markets; and the changing role of local Boards and possible adaptation by professional groupings. The book also addresses the important and controversial question of accountability, and contributes to the development of a general theory of the New Public Management.
Peter Taylor‐Gooby
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780199546701
- eISBN:
- 9780191720420
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199546701.003.0008
- Subject:
- Political Science, Comparative Politics, Political Economy
Chapters 8 and 9 seek to anchor the analysis of the previous three chapters in a concrete policy context by considering the impact of recent reforms in the field of UK health care. The NHS is the ...
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Chapters 8 and 9 seek to anchor the analysis of the previous three chapters in a concrete policy context by considering the impact of recent reforms in the field of UK health care. The NHS is the flagship of the British welfare state and at the heart of public sector reform. A New Public Management system (quasi-markets, strict targets and strong incentives for managers, regulation of quality from the centre, and better information for users) has transformed the service. Comparisons of changes in provision over time and between regions of the UK indicate considerable improvement at a time of increasing pressure on health care. However, these gains rest on substantially increased resources and there has been little improvement in cost-efficiency and productivity. Improvements for disadvantaged minorities are much less impressive. Public attitudes and responses display considerable disquiet with the reform programme, particularly in relation to confidence and trust.Less
Chapters 8 and 9 seek to anchor the analysis of the previous three chapters in a concrete policy context by considering the impact of recent reforms in the field of UK health care. The NHS is the flagship of the British welfare state and at the heart of public sector reform. A New Public Management system (quasi-markets, strict targets and strong incentives for managers, regulation of quality from the centre, and better information for users) has transformed the service. Comparisons of changes in provision over time and between regions of the UK indicate considerable improvement at a time of increasing pressure on health care. However, these gains rest on substantially increased resources and there has been little improvement in cost-efficiency and productivity. Improvements for disadvantaged minorities are much less impressive. Public attitudes and responses display considerable disquiet with the reform programme, particularly in relation to confidence and trust.
Patrick Dunleavy, Helen Margetts, Simon Bastow, and Jane Tinkler
- Published in print:
- 2006
- Published Online:
- October 2011
- ISBN:
- 9780199296194
- eISBN:
- 9780191700750
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199296194.003.0009
- Subject:
- Business and Management, Information Technology, Political Economy
This concluding chapter draws out the major lessons both for government and for the IT industry. For the United Kingdom, Australia, New Zealand, Japan, the Netherlands, United States, and Canada, it ...
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This concluding chapter draws out the major lessons both for government and for the IT industry. For the United Kingdom, Australia, New Zealand, Japan, the Netherlands, United States, and Canada, it argues that new public management (NPM) is intellectually dead, an orthodoxy now played out and plagued by evidence of adverse by-product effects. NPM focused on disaggregation, competition, and incentivization changes. It also fragmented administrative institutions, dramatically increasing policy system institutional complexity, and somewhat reducing citizens' autonomous capacities to solve their own problems. NPM impaired government IT modernization by hollowing out public sector staffs and capabilities and bringing new contractually based risks and barriers into cross-government policy-making. An emerging post-NPM agenda has ‘digital era governance’ changes at its core, focusing on the reintegration of services, holistic and ‘joined-up’ approaches to policy-making, and the extensive digitalization of administrative operations.Less
This concluding chapter draws out the major lessons both for government and for the IT industry. For the United Kingdom, Australia, New Zealand, Japan, the Netherlands, United States, and Canada, it argues that new public management (NPM) is intellectually dead, an orthodoxy now played out and plagued by evidence of adverse by-product effects. NPM focused on disaggregation, competition, and incentivization changes. It also fragmented administrative institutions, dramatically increasing policy system institutional complexity, and somewhat reducing citizens' autonomous capacities to solve their own problems. NPM impaired government IT modernization by hollowing out public sector staffs and capabilities and bringing new contractually based risks and barriers into cross-government policy-making. An emerging post-NPM agenda has ‘digital era governance’ changes at its core, focusing on the reintegration of services, holistic and ‘joined-up’ approaches to policy-making, and the extensive digitalization of administrative operations.
Ian Scott
- Published in print:
- 2010
- Published Online:
- September 2011
- ISBN:
- 9789622091726
- eISBN:
- 9789882207578
- Item type:
- chapter
- Publisher:
- Hong Kong University Press
- DOI:
- 10.5790/hongkong/9789622091726.003.0025
- Subject:
- History, Political History
New public management is the name given to the reforms within the public sector that are aimed at reducing the size and cost of the public service, encouraging interchange of personnel between the ...
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New public management is the name given to the reforms within the public sector that are aimed at reducing the size and cost of the public service, encouraging interchange of personnel between the public and private sectors, introducing more private sector practices, and diminishing insignificant government activities or assets. In Hong Kong, reforms of the public sector were the results of the reaction to the political and economical difficulties encountered by the government rather than an attempt to converge the advocacies of the new public management. In Hong Kong, new public management was related mainly to the conditions of employment of civil servants, to attempts to improve their efficiency and productivity, and to several ways of using the private sector to perform public functions. This chapter discusses how the key principles shaping the status and behaviour of civil servants have been affected by the attempts to implement public sector reforms. This chapter examines the consequences of the reforms in four major areas of human management. These are recruitment, selection and terms of service, pay and fringe benefits, disciplinary procedures and performance management and training. The chapter also discusses the effects of the shift from the policy of corruption to promotion of integrity in the civil service of Hong Kong.Less
New public management is the name given to the reforms within the public sector that are aimed at reducing the size and cost of the public service, encouraging interchange of personnel between the public and private sectors, introducing more private sector practices, and diminishing insignificant government activities or assets. In Hong Kong, reforms of the public sector were the results of the reaction to the political and economical difficulties encountered by the government rather than an attempt to converge the advocacies of the new public management. In Hong Kong, new public management was related mainly to the conditions of employment of civil servants, to attempts to improve their efficiency and productivity, and to several ways of using the private sector to perform public functions. This chapter discusses how the key principles shaping the status and behaviour of civil servants have been affected by the attempts to implement public sector reforms. This chapter examines the consequences of the reforms in four major areas of human management. These are recruitment, selection and terms of service, pay and fringe benefits, disciplinary procedures and performance management and training. The chapter also discusses the effects of the shift from the policy of corruption to promotion of integrity in the civil service of Hong Kong.
Patrick Dunleavy, Helen Margetts, Simon Bastow, and Jane Tinkler
- Published in print:
- 2006
- Published Online:
- October 2011
- ISBN:
- 9780199296194
- eISBN:
- 9780191700750
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199296194.003.0004
- Subject:
- Business and Management, Information Technology, Political Economy
This chapter looks at how far differences in public management and public administration factors seem to shape countries' divergent experiences with government IT development. It examines four key, ...
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This chapter looks at how far differences in public management and public administration factors seem to shape countries' divergent experiences with government IT development. It examines four key, qualitatively set dimensions: checks and balances in fundamental governance arrangements (we expect the absence of checks to worsen government IT performance); the openness of bureaucratic culture to technical expertise (again, a closed, non-technical bureaucracy should inhibit IT performance); the openness of each country to new public management (NPM) reforms (we expect NPM to inhibit government IT performance because of its direct effects in fragmenting government and its indirect effects in boosting the power of the IT industry); the presence of a strong, central, political-administrative push for e-government (we expect the absence of such an effort to impair government IT's development). The institutional explanatory variables do indeed show some influence on the expected lines, but they also show considerable country variance and highlight multiple ‘exceptions’ and explanatory problems.Less
This chapter looks at how far differences in public management and public administration factors seem to shape countries' divergent experiences with government IT development. It examines four key, qualitatively set dimensions: checks and balances in fundamental governance arrangements (we expect the absence of checks to worsen government IT performance); the openness of bureaucratic culture to technical expertise (again, a closed, non-technical bureaucracy should inhibit IT performance); the openness of each country to new public management (NPM) reforms (we expect NPM to inhibit government IT performance because of its direct effects in fragmenting government and its indirect effects in boosting the power of the IT industry); the presence of a strong, central, political-administrative push for e-government (we expect the absence of such an effort to impair government IT's development). The institutional explanatory variables do indeed show some influence on the expected lines, but they also show considerable country variance and highlight multiple ‘exceptions’ and explanatory problems.
Michael Power
- Published in print:
- 1999
- Published Online:
- October 2011
- ISBN:
- 9780198296034
- eISBN:
- 9780191685187
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198296034.003.0003
- Subject:
- Business and Management, Finance, Accounting, and Banking, Organization Studies
This chapter examines the diverse pressures and demands which have contributed to the growth of auditing practices in other areas. It also considers the programmes which demand auditing. In ...
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This chapter examines the diverse pressures and demands which have contributed to the growth of auditing practices in other areas. It also considers the programmes which demand auditing. In particular, three overlapping programmes for enhanced governance and control are considered. These three programmatic developments, the rise of New Public Management (NPM), a shift in regulatory style and the rise of quality assurance, establish a demand for a particular style of control in many different fields. The three overlapping programmes presuppose and demand that auditing in its different forms can deliver assurance, add to compliance and stimulate best practice. Furthermore, the three programmes pass costs down to regulatees who develop a self-monitoring capacity.Less
This chapter examines the diverse pressures and demands which have contributed to the growth of auditing practices in other areas. It also considers the programmes which demand auditing. In particular, three overlapping programmes for enhanced governance and control are considered. These three programmatic developments, the rise of New Public Management (NPM), a shift in regulatory style and the rise of quality assurance, establish a demand for a particular style of control in many different fields. The three overlapping programmes presuppose and demand that auditing in its different forms can deliver assurance, add to compliance and stimulate best practice. Furthermore, the three programmes pass costs down to regulatees who develop a self-monitoring capacity.
