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    Public Management Reforms

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    Public Management Reforms

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    Useful for mainly PUBLIC ADMINISTRATION students and knowledge seeking individuals

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    Useful for mainly PUBLIC ADMINISTRATION students and knowledge seeking individuals

    Copyright:

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    Download as ppsx, pdf, or txt
    5 views9 pages

    Public Management Reforms

    Uploaded by

    rabindawadi977
    Useful for mainly PUBLIC ADMINISTRATION students and knowledge seeking individuals

    Copyright:

    © All Rights Reserved
    Download as PPSX, PDF, TXT or read online from Scribd
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    Public Management

    Keshav Raj Pande


    Lecturer
    Central Department of Public Administration
    Tribhuvan University

    1
    Contents

     Old Public Administration

     New Public Management

     Global Public Management Reform

    Public Management 2
    Global Public Management Reform
    • Donald F. Kettl of the Brookings Institution sees what he calls the “global public
    management reform” focusing on six core issues:
    1. How can governments find ways to squeeze more services from the same or a smaller
    revenue base?
    2. How can government use market-style incentives to root out the pathologies of
    bureaucracy; how can traditional bureaucratic command and- control mechanisms be
    replaced with market strategies that will change the behavior of program managers?
    3. How can government use market mechanisms to give citizens (now often called
    “customers”) greater choices among services—or at least encourage greater attention
    to serving customers better?
    4. How can government make programs more responsive? How can government
    decentralize responsibility to give front-line managers greater incentives to serve?
    5. How can government improve its capacity to devise and track policy? How can
    government separate its role as a purchaser of services (a contractor) from its role in
    actually delivering services?
    6. How can governments focus on outputs and outcomes instead of processes or structures?
    How can they replace top-down, rule-driven systems with bottom-up, results-driven
    systems?
    3
    (Adapted from Kettl, Donald F. 2000a. The Global Public Management Revolution. Washington, DC: Brookings Institution, 1-2.}
    Chapter 2
    Old Public Administration…

    It is fair to say that the following elements generally represent the


    mainstream view of the Old Public Administration:
    • The focus of government is on the direct delivery of services through
    existing or through newly authorized agencies of government.
    • • Public policy and administration are concerned with designing and
    implementing policies focused on a single, politically defined
    objective.
    • Public administrators play a limited role in policymaking and
    governance; rather they are charged with the implementation of
    public policies.
    • The delivery of services should be carried out by administrators
    accountable to elected officials and given limited discretion in their
    work.
    4
    Old Public Administration…

    • Administrators are responsible to democratically elected political


    leaders.
    • Public programs are best administered through hierarchical
    organizations, with managers largely exercising control from the top
    of the organization.
    • The primary values of public organizations are efficiency and
    rationality.
    • Public organizations operate most efficiently as closed systems; thus
    citizen involvement is limited.
    • The role of the public administrator is largely defined as planning,
    organizing, staffing, directing, coordinating, reporting, and
    budgeting. (Robert Denhardt and Jenet Denhardt (2007). New Public Service, pp,11-12.

    5
    Reinventing Government as NPM
    1. Catalytic Government, Steering Rather than Rowing;
    2. Community-Owned Government, Empowering Rather than Serving;
    3. Competitive Government, Injecting Competition into Service Delivery;
    4. Mission-Driven Government, Transforming Rule-Driven Organizations;
    5. Results-Oriented Government, Funding outcomes, Not Inputs;
    6. Customer-Driven Government, Meeting the Needs of the Customer, Not the
    Bureaucracy;
    7. Enterprising Government, Earning Rather than Spending;
    8. Anticipatory Government, Prevention Rather than Cure;
    9. Decentralized Government, from Hierarchy to Participation and Teamwork;
    10. Market-Oriented Government, Leveraging Change Through the Market.
    (David Osborne and Ted Gaebler, 1992, Reinventing Government, pp.280-282)

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