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Characteristics of new public management
Characteristics of new public management
Assignment on new public management
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The New Public Management is not a simplistic Big Answer, but rather, it is a normative reconceptualization of public administration consisting of several interrelated components, which creates innovative bureaucracies that provide better services . This essay shall be against the notion that public sector should run like a business, by discussing the origin of the New Public Management (NPM) in relation to globalization and the Cold War, while also depicting its negative implications on anonymity and accountability which are essential to the running of the Public Sector due to ministerial responsibility. To conclude, a future description of NPM on Canada shall be given in order to affirm my stance. The New Public Management plays a valuable role as a policy tool and as a means by which to advance rhetoric of efficiency, prudence and efficacy in state management, at a time when these values had re-emerged as a primary driving force behind mass-liberation of national economies and the international political economy in general . This new policy was implemented with a mind to change the old running of the public sector into a new form by imitating the business style of the private sector. This is because some of the politicians felt that the public servants lucked the drive and determination of the many citizens that worked outside of the public sector. So the idea was to become more like the private sector in terms of implementing better services to the citizens, as well as being more challenging when producing policies which conflict with others in the public sector. One of the major reasons why this policy gained more than enough support in earlier years was as a result of the Cold War. During the Cold War defense planners al... ... middle of paper ... ...s, Ltd, (1999), P.1-192. Good, David A. “The Politics of Public Management.” University of Toronto Press Inc., (2003). P. 1-233. Harlow, Carol. “Accountability, New Public Management, and the Problems of the Child Support Agency.” Journal of Law and Justice, Vol. 26, 2, (June 2000). P.150-174. Kernaghan, Kenneth. “ Professionalism and Public Service.” University of Toronto Press Inc., (2008). P.1-339. Nand C, Bardouille. “The Transformation of governance paradigms and modalities.” The Round Table, (Jan 2000), Vol. 353. P. 81-106. Ohemeng, Frank, L.K. and Leone, Robert P. “Should Public Sector be RUN like a Business.” Approaching Public Administration. Edmond Montgomery Publications Limited, (2011), P. 1-362. Plunkett, T. J. “ City Management in Canada: The Role of Chief Administrator of Justice.” PDS Research Publishing Services Limited, (199), Vol. 1, P.1-76.
The municipal restructuring in Ontario from 1996 to 1999, whether voluntary or involuntary, was the most comprehensive process of municipal reforms since the Baldwin Act of 1849 (Frisken 30). After the election of Harris’ Conservative government in 1995, municipal reform took on a life of its own as it was followed with substantial activity between 1996 and 1999 (Sancton 135-56). This research paper looks to categorize, describe and evaluate the substantial activity that took place between the province and its municipal subordinates. While other papers have argued whether the change of the fiscal relationship was to benefit the province or if the structure of local government had simply become outdated, the issues of why the reforms occurred is not the focus of this research. However, what this paper will evaluate is whether the substantial activity made any long-term changes in the system by outlining the numerous reforms and examining their impact. This paper will begin by assessing the financial reform, which was the starting point for more extensive changes, followed by functional, structural and legislative reforms during 1996 to 1999.
Stevenson, Garth. "Federalism and Intergovernmental Relations." Canadian Politics in the 21st Century. Ed. Michael S. Whittington and Glen Williams. Scarborough, Ont.: Nelson Thomson Learning, 2000. 85-1
Dickerson, Mark O., Flanagan, Thomas, and O‘Neill, Brenda. 2009. An Introduction to Government and Politics: A Conceptual Approach, 8th ed. Toronto: Thompson- Nelson.
Kevin B. Smith, Alan Greenblatt, and John Buntin, Governing states and localities: First Edition (Washington, D.C.: CQ Press), 2005, 95.
Lyons, James. "Contracting Out for Public School Support Services." Education Urban Society, Feb. 1, 1995: 154
The main aim of public service is to deliver services that are of need to its people. How fast a public manager can address its people’s problem and concerns indicates its effectiveness. Responsiveness of the manager develops trust between him, the government, and the people. According to (Rainey, p106) bureaucratic responsiveness implies two things; responsiveness to the people’s wishes or responsiveness to the interest of the government.
This essay will look at the main developments and challenges to the successful implementation of the Second Public Sector
Vigoda, E. (2002). Governance, citizen, and the next generation of public administration. Public administation review, 62(5), 527-540. Retrieved from http://0-
In the future I would like to see myself, as a continuously promoted public official who could possibly become a pro-active politician in today’s demanding political arena. To achieve this, I would like to gain more knowledge which can help me reach intellectual maturity to the latest practices adopted in the field of Public Administration. My desire for self-development in this area and curiosity to learn past and contemporary developments in different societies will help me to solve the problems easily.
Public Administration involves the development, implementation and management of policies for the attainment of set goals and objectives that will be to the benefit of the general public. Since Public Administration involves taking decisions that affect the use of public resources there is often the question of how to utilize public resources for maximum public good. The National Association of Public Administration has identified four pillars of public administration: economy, efficiency, effectiveness and social equity. These pillars are equally important in the practice of public administration and to its success. This paper seeks to explain the role of each of the pillars in the practice of public administration.
Rabin, J. (2003). Encyclopedia of public administration and public policy: K-Z. United States: CRC press.
Public Managers are uniquely positioned to positively affect policy process due to their tenure, job security, absence of political pressure and expanded role in the society. The
Asian Affairs, 33. Nazmul Ahsan Kalimullah, K. M. (2012). New Public Management: Emergence and Principles. BUP JOURNAL, 1.
Jay M. Shafritz, E.W. Russell, Christopher P. Borick. "Introducing Public Administration" Pearson. 7th Edition, 2011.
...ot function properly. Politics and administration should be seen as very interconnected. It is worth reiterating just as the structure of governments has changed over the years, the structure and role of public administration have also changes dramatically. Furthermore, it is important to state that public administration has grown from its traditional role of merely implementing policies adopted by the “political” branches of government to playing very significant role in the formation of public policies. This is definitely more evident in regards to professional expertise bureaucratic officials provide during problem identification, agenda setting, policy formulation, and evaluation that shape the content of public policy today. Overall, the idea that Wilson has proposed gives an accurate idea of what the relationship should be between politics and administration.