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Books on the topic 'New Public Management (NPM)'

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Author: Grafiati

Published: 4 June 2021

Last updated: 31 January 2023

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1

Senn, Paul. Fachhochschulmanagement: Ganzheitlich integrierter Ansatz unter Beachtung von New Public Management (NPM). Chur: Rüegger, 1999.

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2

Bruno, Adriana. New Public Management (NPM) and the Introduction of an Accrual Accounting System. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-57386-7.

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3

Moodoeto, Moh Jamal. Sewindu karya anak bangsa: Potret implementasi new public management (NPM) di provinsi pemekaran. [Jakarta: PT Menara Prada], 2009.

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4

Ritz, Adrian. Die Evaluation von New Public Management (NPM): Grundlagen für ein Evaluationsmodell und Ergebnisse aus einer empirische[n] Studie. Bern: Institut für Organisation und Personal der Universität Bern, 1999.

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5

Stewart, Jenny. Theorising new public management. Canberra: University of Canberra, Centre for Research in Public Sector Management, 1997.

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6

Andrisani, Paul J., Simon Hakim, and E. S. Savas, eds. The New Public Management. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4615-1109-0.

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7

Labour Party (Great Britain). Coordinating Committee. Public management for new times. [London]: Labour Coordinating Committee, 1989.

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8

Hinson, Robert E., Nnamdi Madichie, Ogechi Adeola, Justice Nyigmah Bawole, Isaiah Adisa, and Kwame Asamoah, eds. New Public Management in Africa. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-77181-2.

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9

Pollitt, Christopher, Sandra van Thiel, and Vincent Homburg, eds. New Public Management in Europe. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230625365.

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10

Demirkaya, Yüksel. New Public Management in Turkey. New York : Routledge, 2016.: Routledge, 2016. http://dx.doi.org/10.4324/9781315641287.

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11

Fellmann, Ilan. New Public Management: Fallbeispiele aus Österreich. Wien: Verlag Österreich, 2000.

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12

Sarker, Abu Elias. New public management: An analytical review. Suva,Fiji: Dept. of Management and Public Administration,University of the South Pacific, 2000.

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13

1957-, Boston Jonathan, ed. Public management: The New Zealand model. Auckland: Oxford University Press, 1996.

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14

Nigro, Felix A. The new public personnel administration. 5th ed. Itasca, Ill: F.E. Peacock Publishers, 2000.

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15

G, Nigro Lloyd, ed. The new public personnel administration. 3rd ed. Itasca, Ill: F.E. Peacock Publishers, 1986.

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16

John, Wanna, and Weller Patrick Moray, eds. Public sector management in Australia: New challenges, new directions. 2nd ed. South Yarra: Macmillan Education Australia, 1999.

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17

Schedler, Kuno. Outcome-oriented public management: A responsibility-based approach to the new public management. Charlotte, NC: Information Age Pub., 2010.

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18

Salmon, Dirk. New Public Management in der deutschen Arbeitsverwaltung. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-23108-8.

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19

Aldridge, Rod. Advancing a new public service ethos. London: New Local Government Network, 2002.

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20

Carney, Terry. From rights to management: Contract, new public management & employment services. The Hague: Kluwer Law International, 2002.

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21

Salvatore, Schiavo-Campo, and Garrity Columkill 1967-, eds. Assessing and reforming public financial management: A new approach. Washington, D.C: World Bank, 2004.

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22

Lægreid, Per. New Public Management. Oxford University Press, 2017. http://dx.doi.org/10.1093/acrefore/9780190228637.013.159.

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New Public Management (NPM) reforms have been around in many countries for over the past 30 years. NPM is an ambiguous, multifaceted, and expanded concept. There is not a single driving force behind it, but rather a mixture of structural and polity features, national historical-institutional contexts, external pressures, and deliberate choices from political and administrative executives. NPM is not the only show in town, and contextual features matter. There is no convergence toward one common NPM model, but significant variations exist between countries, government levels, policy areas, tasks, and over time. Its effects have been found to be ambiguous, inconclusive, and contested. Generally, there is a lack of reliable data on results and implications, and there is some way to go before one can claim evidence-based policymaking in this field. There is more knowledge regarding NPM’s effects on processes and activities than on outcome, and reliable comparative data on variations over time and across countries are missing. NPM has enhanced managerial accountability and accountability to users and customers, but has this success been at the expense of political accountability? New trends in reforms, such as whole-of-government, have been added to NPM, thereby making public administration more complex and hybrid.

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23

Theodoulou, Stella Z., and Ravi K. Roy. 5. The New Public Management goes global. Oxford University Press, 2016. http://dx.doi.org/10.1093/actrade/9780198724230.003.0005.

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The so-called ‘golden age’ of the Keynesian State was turbulently interrupted by a series of economic shocks in the 1970s. Traditional administrative hierarchies were regarded as too inflexible to adapt to the dynamic political and economic forces unleashed in the global age. Emphasizing private sector values such as timeliness, responsiveness, and cost savings, a new kind of managerialism—New Public Management (NPM)—began to take root in some of the world’s leading public bureaucracies. ‘The New Public Management goes global’ explains that, today, the NPM’s emphasis on customer service, management by objectives, and quantitative-based performance and accountability standards is evident at all levels of governance. But is there an alternative?

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24

Lægreid, Per. Christopher Hood, “A Public Management for All Seasons?”. Edited by Martin Lodge, Edward C. Page, and Steven J. Balla. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199646135.013.25.

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This chapter focuses on ‘A Public Management for all Seasons?” Authored in 1991 by Christopher Hood, the seminal chapter introduced the term “New Public Management” (NPM) for the first time to describe the reforms that had been around in the public sector in many countries, particularly English-speaking countries, since the early 1980s. The chapter summarizes the main assumptions of Hood’s paper, focusing on NPM’s seven different doctrinal components: hands-on professional management, explicit standards and measures of performance, greater emphasis on output control, disaggregation of units, greater competition, private sector styles of management, and discipline and parsimony in resource utilization. It also considers the set of doctrines proposed by Hood that combine managerialism with economic rationalism. Finally, it assesses the NPM-based administrative reforms based on the premise that effective vertical managerial accountability would translate to better performance.

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25

Kirkpatrick, Ian, Chris Lonsdale, and Indraneth Neogy. Management Consulting in Health. Edited by Ewan Ferlie, Kathleen Montgomery, and Anne Reff Pedersen. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780198705109.013.25.

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In many countries governments and other funder of health services have become increasingly reliant on the advice of management consultants. In this chapter we focus on the nature and impact of this change drawing on a variety of secondary sources. Following a review of the wider literature on management consulting we look mainly at the UK experience to discuss how the role of consultants in health has evolved over the past four decades and with what consequences. A key conclusion is that the involvement of management consultants in health has been extensive, helping, as partners in government, to shape both the implementation and inception of new public management (NPM) reforms. However, we also point to the need for more research on this topic to better understand the impact this consulting advice is having and how the role of consultants might vary within and between different national health systems.

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26

Sundström, Göran. Administrative Reform. Edited by Jon Pierre. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199665679.013.45.

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This chapter contains an analysis of Swedish administrative reform from the mid-1970s until today. It shows that Sweden has embraced most New Public Management ideas. Regarding management ideas Sweden was an early mover, whereas the neoliberal part of the NPM package took root quite late, from around 1990. In recent years Sweden has also embraced some “post-NPM” ideas. The chapter shows that the development partly can be understood as rational problem-solving. However, there are also observations supporting the argument that the development partly should be understood as rule-following and partly in terms of a path dependency. Regarding effects, critics argue that the reforms have brought about a more fragmented state, created a low-trust culture, made the pubic officials more silent, and generated paperwork which precludes the agencies from carrying out their ordinary work.

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27

Ulrich, Klöti, and Rüegg Erwin, eds. Staat oder Management?: NPM-Reformen in der Schweiz. Zürich: Institut für Politikwissenschaft, 2002.

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28

Schedler, Kuno, and Isabella Proeller. New Public Management. UTB GmbH, 2011.

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29

Pulitano, Donatella. New Public Management. Haupt, 2000.

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30

Budaus, Dietrich. New Public Management. De Gruyter, 1998.

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31

Schedler, Kuno, and Isabella Proeller. New Public Management. UTB, Stuttgart, 2000.

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32

MARCHETTI, Fabio. New Public Management. Independently Published, 2018.

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33

McLaughlin, Kathleen. New Public Management. Routledge, 2005. http://dx.doi.org/10.4324/9780203996362.

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34

New Public Management. Wiesbaden: VS Verlag für Sozialwissenschaften, 2007. http://dx.doi.org/10.1007/978-3-531-90729-1.

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35

Lane, Jan-Erik. New Public Management. Routledge, 2002. http://dx.doi.org/10.4324/9780203467329.

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36

New Public Management. Routledge, 2000.

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37

Lane, Jan-Erik. New Public Management. Taylor & Francis Group, 2000.

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38

Lane, Jan-Erik. New Public Management. Routledge, 2000.

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39

Rhodes, R. A. W. 1944-, ed. The new public management. Oxford: Blackwell, 1991.

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40

(Editor), Tom Christensen, ed. Transcending New Public Management. Ashgate Pub Co, 2007.

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41

Griffith, Alison I., and Dorothy E. Smith, eds. Under New Public Management. University of Toronto Press, 2014. http://dx.doi.org/10.3138/9781442619463.

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42

Christensen, Tom. Transcending New Public Management. Routledge, 2017. http://dx.doi.org/10.4324/9781315235790.

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43

Public administration after new public management. [S.l.]: Organization For Economic, 2010.

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44

Public Administration after "New Public Management". OECD, 2010. http://dx.doi.org/10.1787/9789264086449-en.

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45

Gil-Egui, Gisela. E-Government. Oxford University Press, 2017. http://dx.doi.org/10.1093/acrefore/9780190846626.013.162.

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E-government refers to a set of public administration and governance goals and practices involving information and communication technologies (ICTs). It utilizes such technologies to serve public agencies’ external audiences and constituents. However, the scope of that service is the subject of much debate and, consequently, no consensual definition of e-government had been formulated. The prehistory of e-government resonates with assumptions from the “new public management” (NPM), which proposed a restructuring of governmental agencies by adopting a market-based approach to ensure cost efficiencies in the public sector. Coined in the mid-1990s, the notion of e-government as equivalent to better government, economic growth, human development, and the knowledge society in general was quickly and uncritically accepted by practitioners and scholars alike. As scholars from different disciplines, including politics communication and sociology, paid increasing attention to the intersections of structural factors, hardware, and culture in the adoption and use of ICTs, research on e-government began to show some diversification. By the twenty-first century, the number of e-government websites from local and national administrations has grown sufficiently to allow some generalizations based on empirical observation. Meanwhile critical and comprehensive approaches to e-government frequently adopt a critical stance to denounce oversimplifications, determinisms, and omissions in the formulation of e-governance projects, as well as in the evaluation, adoption, and assessment of e-government effectiveness. Beyond the particularities of each emerging technology, reflection on the intersections between ICTs and government is moving away from an exclusive focus on hardware and functionality, to consider broader questions on governance.

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46

Ösze, Daniel. Managementinformationen im New Public Management. Haupt, 2001.

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47

(Editor), Mike Dent, John Chandler (Editor), and Jim Barry (Editor), eds. Questioning the New Public Management. Ashgate Publishing, 2004.

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48

Lynn, Laurence. Public Management Old and New. Routledge, 2006.

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49

Kumar, R. New Issues in Public Management. A.B.D. Publishers, 2004.

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50

Ritz, Adrian. Evaluation von New Public Management. Haupt, 2003.

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