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Journal articles on the topic 'Old Public Management'

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Published: 30 May 2022

Last updated: 31 May 2022

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1

Dunleavy, Patrick, and Christopher Hood. "From old public administration to new public management." Public Money & Management 14, no. 3 (July 1994): 9–16. http://dx.doi.org/10.1080/09540969409387823.

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2

Riccucci, Norma M. "The "Old" Public Management Versus the "New" Public Management: Where Does Public Administration Fit In?" Public Administration Review 61, no. 2 (March 2001): 172–75. http://dx.doi.org/10.1111/0033-3352.00019.

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3

Hood, C. "Paradoxes of public-sector managerialism, old public management and public service bargains." International Public Management Journal 3, no. 1 (2000): 1–22. http://dx.doi.org/10.1016/s1096-7494(00)00032-5.

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4

Reynolds, Harry W. "Public administration and public policy: old perspectives, new directions." International Journal of Public Administration 16, no. 8 (January 1993): 1079–103. http://dx.doi.org/10.1080/01900699308524838.

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5

Doig, Alan, Sarah Johnson, and Michael Levi. "New Public Management, Old Populism and the Policing of Fraud." Public Policy and Administration 16, no. 1 (January 2001): 91–113. http://dx.doi.org/10.1177/095207670101600106.

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6

Painter, Chris. "PUBLIC MANAGEMENT: OLD AND NEW - by Laurence E. Lynn Jr." Public Administration 85, no. 4 (December 2007): 1175–77. http://dx.doi.org/10.1111/j.1467-9299.2007.00689_11.x.

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7

Iacovino, Nicola Mario, Sara Barsanti, and Lino Cinquini. "Public Organizations Between Old Public Administration, New Public Management and Public Governance: the Case of the Tuscany Region." Public Organization Review 17, no. 1 (August 20, 2015): 61–82. http://dx.doi.org/10.1007/s11115-015-0327-x.

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8

Liu, Liqun, Andrew J. Rettenmaier, and Thomas R. Saving. "LONGEVITY AND PUBLIC OLD-AGE PENSIONS." Economic Inquiry 43, no. 2 (April 2005): 247–62. http://dx.doi.org/10.1093/ei/cbi017.

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9

Lee, Ha-Yeon, Seong-Kyeong Choi, and Jeong-Min Moon. "A Case Study on Remodeling for Old Public Rental Housing Management." Journal of the Korean Housing Association 33, no. 1 (February 25, 2022): 9–18. http://dx.doi.org/10.6107/jkha.2022.33.1.009.

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10

Scott, Ian. "Changing Concepts of Decentralisation: Old Public Administration and New Public Management in the Asian Context." Asian Journal of Public Administration 18, no. 1 (June 1996): 3–21. http://dx.doi.org/10.1080/02598272.1996.10800315.

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11

Brown, Prudence R. "Public Value Measurement vs. Public Value Creating Imagination – the Constraining Influence of Old and New Public Management Paradigms." International Journal of Public Administration 44, no. 10 (March 26, 2021): 808–17. http://dx.doi.org/10.1080/01900692.2021.1903498.

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12

Polidano, Charles. "Public sector reform in developing countries: the state of practice. Introduction: new public management, old hat?" Journal of International Development 10, no. 3 (May 1998): 373–75. http://dx.doi.org/10.1002/(sici)1099-1328(199805/06)10:3<373::aid-jid512>3.0.co;2-3.

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13

Macaulay, Catherine R. "Smaller firms and public equity: new platforms with old problems." International Journal of Globalisation and Small Business 10, no. 3 (2019): 248. http://dx.doi.org/10.1504/ijgsb.2019.100125.

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14

Macaulay, Catherine R. "Smaller firms and public equity: new platforms with old problems." International Journal of Globalisation and Small Business 10, no. 3 (2019): 248. http://dx.doi.org/10.1504/ijgsb.2019.10021768.

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15

Lewis, David E. "Measurement and Public Service Motivation: New Insights, Old Questions." International Public Management Journal 13, no. 1 (February 26, 2010): 46–55. http://dx.doi.org/10.1080/10967490903547233.

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16

Murphy, Brian B., and Michael C. Wolfson. "When the baby boom grows old: Impacts on Canada's public sector." Statistical Journal of the United Nations Economic Commission for Europe 8, no. 1 (August 1, 1991): 25–43. http://dx.doi.org/10.3233/sju-1991-8103.

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17

Snigova, O. "Structural Transformations Management in Old-Industrial Regions of Ukraine: The Concept of Public Policy." Economic Herald of the Donbas, no. 3 (61) (2020): 80–87. http://dx.doi.org/10.12958/1817-3772-2020-3(61)-80-87.

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The concept of public policy of structural transformations in old-industrial regions of Ukraine has been grounded. The necessity to separate old-industrial region as an object of public regional policy has been proven, as well as to manage structural changes with the obligatory orientation on the principles of “new regionalism”. This grounding is based on the studies of historical and economic prerequisites of old-industrial regions’ emergence in the world and in Ukraine; on the theoretical generalization of the essence of a category “old-industrial region”, clarification of the characteristics of old-industrial regions, specifying its properties, generated by the regularities of long-time development of these regions at the industrial basis; on the critical generalization of world experience of structural reconstruction old-industrial regions, rethinking this process based on practical faults’ analysis, finding out its causes and evolution of approaches to economic structure of the regions improvement; on the determination of specific features of old-industrial regions (structural and social inertia, endogenous depressiveness, low adapting capacity, low inclusiveness of development) as structure-creating determinants, that set general and specific imperatives of overcoming structural contradictions of its economic development (diversification, smart-specialization, restructuring of “basic” industries of economy of the regions); on finding out of the basic features of post-transformation model of the economy of old-industrial regions of Ukraine – the “post-industrial synthesis” model – as the result of structural changes in its economy. The implementation of the model is indicated by the formation of a number of substantial features (structural lability, social initiative and adaptiveness, territorial cohesion and economic inclusiveness, capacity to endogenous growth).

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18

Meghisan, Georgeta-Madalina, and Dorin Toma. "Public health management: life expectancy and air pollution." Proceedings of the International Conference on Business Excellence 11, no. 1 (July 1, 2017): 111–20. http://dx.doi.org/10.1515/picbe-2017-0012.

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Abstract Part of the National Strategy of Sustainable Development from Romania, life expectancy and air pollution indicators have an important role in establishing long term public health management strategies. International scientific literature within the field underlines the strong connection between air pollution and life expectancy. This research study focuses on the impact of greenhouse gas emissions, particulate matter air pollutants, ozone air pollutants on the length of life at 65 years old and life expectancy at birth of the population from Romania. The methods used for research are correlation and linear regression. Our results will be a starting point for further development of public health policies in developing countries, which mostly focus on socio-economic aspects, neglecting the negative impact of air pollution.

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19

Hinna, Alessandro, Danila Scarozza, and Fabrizio Rotundi. "Implementing Risk Management in the Italian Public Sector: Hybridization between Old and New Practices." International Journal of Public Administration 41, no. 2 (March 30, 2017): 110–28. http://dx.doi.org/10.1080/01900692.2016.1255959.

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20

Turnbull, Noel, and Lelde Ramma. "Old wine in new bottles: Benchmarking for best practice within public relations." Journal of Communication Management 1, no. 3 (January 1997): 262–71. http://dx.doi.org/10.1108/eb023429.

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21

Pečarič, Mirko. "Public Reform Paradoxes and the Old Effectiveness–Efficiency Problem." Hrvatska i komparativna javna uprava 18, no. 4 (December 31, 2018): 501–29. http://dx.doi.org/10.31297/hkju.18.4.1.

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Although effectiveness and efficiency are old comrades of public administrations, they still often cause unintended consequences. The relation between (absent) effectiveness and (overly emphasised) efficiency remains unresolved. The paper shows that effectiveness and efficiency are still used interchangeably, and despite the presence of negative effects, it comes as a surprise that important documents still address these terms without procedure or methodology to provide the content whereby they could be more clearly elaborated. Not only is the goal to achieve clearer meaning, but to accomplish results with the fewest possible negative effects. Alongside different management reforms, decision-makers must not lose sight of the whole; all reforms are only specific answers to inadequate previous ones, and it could be valuable to take a step back to see how/why different reforms emerge. The paper addresses the success/failure of reforms and the outcomes thereof. It claims the core problem of rational decision-making lies not in rationality per se, but in a lack of concept and/or insufficient attention to the behaviour of complex adaptive systems. With the help of complex adaptive systems, cybernetics, and combinations of effectiveness and efficiency, the paper presents the essential elements for adaptive (human) decision-making (such as diversity, variation, selection, adaptation, and integration) as the framework whereby unintended, reverse, and neutral effects can be reduced. New rules/decisions should be based on different levels of planning and adaptation, and on moving from the general to the more specific, in accordance with context specificity and unplanned, emergent things. It seems the hardest thing to address is the human character that does not (want to) recognise a situation as the situation in which some things must be spotted, evaluated, and changed if needed.

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22

Zidonis, Zilvinas, and Neringa Jaskunaite. "Storytelling for the Masses: A Rhetorical Approach to Public Sector Transformations in Lithuania." Annals of the Alexandru Ioan Cuza University - Economics 60, no. 2 (December 1, 2013): 22–32. http://dx.doi.org/10.2478/aicue-2013-0024.

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Abstract This paper aims to shed new light on the “old-fashioned” concept of New Public Management from the perspective of rhetorical managerial activities. The role of rhetoric and narratives in governance, management and philosophy of science is discussed. Second, it is showed how and why post-modern private and public management has adopted persuasive speaking and narratives as a new managerial practice. The paper argues that New Public Management, rather to be considered as a theory or normative model, should be approached from the perspective of meta-narrative, based on classic myths, such as the myth of the Manichaean battle between Good (public sector reformers) and Evil (old-fashioned bureaucrats), and the myth of Salvation of Israelites (managers as public sector saviours). The arguments are illustrated with cases of propaganda rhetoric in the Lithuanian public sector: the construction of the nuclear power plant station and the development of knowledge economy. Finally, the article concludes that the rhetoric of public management reforms seeks to direct public opinion and aims to suggest “the agenda of our concern”.

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23

MIYAZAWA, KAZUTOSHI. "Old age support in kind." Journal of Pension Economics and Finance 9, no. 3 (July 21, 2009): 445–72. http://dx.doi.org/10.1017/s1474747209990096.

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AbstractIt has been argued whether a transfer policy for elderly people should be in kind or in cash. This paper presents a rationale to answer the question in an endogenous growth model with a two-way intrafamily transfer in middle age, education for the child as an inter-vivos transfer, and informal parental care in exchange for a bequest. We have two analytical results. First, a transfer in cash, such as a public pension, prevents economic growth because a strategic behavior concerning caregiving generates a disincentive effect on education. Second, a transfer in kind, such as public formal care, promotes economic growth because the valuation of the service generates an additional benefit of education, which dominates the disincentive effect. Our results show that old age support should be in kind rather than in cash in the context of economic growth and also welfare if bequests are strategic.

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24

O'Brien, Geoff, and Paul Read. "Future UK emergency management: new wine, old skin?" Disaster Prevention and Management: An International Journal 14, no. 3 (July 2005): 353–61. http://dx.doi.org/10.1108/09653560510605018.

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25

Rautela, Piyoosh, and R. K. Pande. "Implications of ignoring the old disaster management plans." Disaster Prevention and Management: An International Journal 14, no. 3 (July 2005): 388–94. http://dx.doi.org/10.1108/09653560510605045.

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26

Segal, Morley, and Jeff Fishel. "Laboratory Education in Political Science and Public Administration." News for Teachers of Political Science 53 (1987): 8–11. http://dx.doi.org/10.1017/s0197901900000337.

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In the past 25 years, an old social science task — management training and education for the public and private sectors — has spawned a variety of innovative approaches and created a new educational speciality. This new field, usually labeled Human Resources Development (HRD) or Organizational Development (OD), challenges conventional political science and public administration education in a number of important respects. HRD in the 1980s reflects the convergence of two contemporary approaches to learning and management. The first stems from humanistic psychology and its various applications in education; the second from the “behavioral science revolution” in management and organizational theory.

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27

Catlaw, Thomas J. "Book Review: Lynn, L. E., Jr. (2006). Public Management: Old and New. New York: Routledge." American Review of Public Administration 38, no. 2 (June 2008): 244–47. http://dx.doi.org/10.1177/0275074007307372.

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28

Rositani, Annunziata. "The Public Management of War Prisoners Within and Outside the bīt asīrī." Archiv orientální 88, no. 2 (December 1, 2020): 193–219. http://dx.doi.org/10.47979/aror.j.88.2.193-219.

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This paper presents some reflections on the management of war prisoners in South Mesopotamia during the Old Babylonian period. In particular, it analyses data from texts in which “the house of prisoners of war,” the bīt asīrī, is mentioned. The majority of these texts date back to the reign of Rīm-Anum, who held power in Uruk for about two years during the rebellion of South Mesopotamia against Samsu-iluna of Babylon (1742‒1740 BC). This archive provides unparalleled evidence for the study of war prisoner management during the Old Babylonian period, which seems to have been exclusively administrated by the State. A specific study will be carried out on the usage of war prisoners as forced workers: in fact, many texts indicate that they were given to individuals or houses as a temporary labor force under a designated person’s authority. Nevertheless, the prisoners remained under the superior authority of the bīt asīrī, where they returned after they had finished working, without being included in the slave trade. The paper also analyses the way in which the prisoners’ geographic provenance affected the treatment they received and, finally, the release of prisoners upon payment of a ransom or following a royal action.

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29

Mckie, Linda. "Health in Old Age. Myth, Mystery and Management (Book)." Sociology of Health and Illness 17, no. 5 (November 1995): 682–83. http://dx.doi.org/10.1111/1467-9566.ep10932164.

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30

Imanuel Jaya. "PERJALANAN PANJANG ILMU ADMINISTRASI PUBLIK (DARI PARADIGMA KLASIK MENUJU KONTEMPORER)." Journal Ilmu Sosial, Politik dan Pemerintahan 3, no. 1 (January 16, 2021): 1–16. http://dx.doi.org/10.37304/jispar.v3i1.371.

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Tulisan ini memberikan gambaran yang jelas mengenai perjalanan panjang ilmu administrasi publik dari waktu ke waktu, di mana akan terlihat pergeseran sudut pandang mengenai posisi pemerintah terhadap masyarakat maupun sebaliknya. Dalam tulisan ini tergambar bagaimana awal mula munculnya konsep administrasi yang secara jelas terpisah dari induknya yaitu ilmu politik hingga paradigma terakhir yaitu New Public Service. Tidak dapat dipungkiri bahwa tulisan ini berakar dari pemikiran Denhardt dan Denhardt (2004) yang termuat dalam bukunya The New Public Service: Serving, Not Steering yang membagi paradigma administrasi publik menjadi 3 (tiga) yaitu Old Public Administration (OPA), New Public Management (NPM), dan New Public Service (NPS) dan tulisan ini juga memuat kritik-kritik terhadap masing-masing paradigmatersebut.

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31

Zhang, Wei, and Yue En Li. "A Study to Interior Design Project Management Guideline Using on Historical Building Renovation." Applied Mechanics and Materials 584-586 (July 2014): 207–10. http://dx.doi.org/10.4028/www.scientific.net/amm.584-586.207.

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There are many western style historical buildings in China, and the old buildings need a renovation and protection for their historical value in culture and facilities. It is an important protection problem for the culture symbols and historical building renovation. In this paper, it presents a old cultural building’s renovation process following the a interior design project management guideline, as the public old building, it should consider its old structure and modern building corresponding, the project cost and the craft combine together in this case study, as the successful case and field symbolic building, it shows a new characters around that place.

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32

Bessières, Dominique. "The hybridity of public communication: on old component still a sign of modernity in France." SOCIOLOGIA DELLA COMUNICAZIONE, no. 61 (July 2021): 36–51. http://dx.doi.org/10.3280/sc2021-061004.

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Public communication, as the communication of hybrid public organizations, appears to be recognized today in France. It is concerned by the theme of hybridi-ty because of the persistent specificities of the bureaucratic model, together with its forms of professionalization and the development of public management inspired by the private sector. So how can we scientifically understand this communication, whose organizational springs and models are hybrids between public, political and private?

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33

Hickey, Gordon M. "Polarized debate surrounding Tasmania’s old-growth forests." Forestry Chronicle 85, no. 5 (October 1, 2009): 762–71. http://dx.doi.org/10.5558/tfc85762-5.

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The debate surrounding Tasmania’s old-growth forests in 2004 represents a good example of a situation where, despite both sides of a highly polarized policy field drawing on science to support their world view (to varying degrees), little common ground was found to enable robust and shared discussions that were required to resolve the conflict and collectively define a sustainable future for Tasmania’s old-growth forests. This paper reviews the scientific and policy-related literature on old-growth eucalypt forests and outlines recent developments in old-growth forest policy in Tasmania. It describes the highly polarized public policy debate surrounding Tasmania’s old-growth forests in the lead up to the 2004 Federal election, and considers the challenges posed by polarized democratic debate when developing public policy. It then considers the different dimensions of forest-related scientific knowledge and discusses the role of science in informing and resolving the polarized old growth debate in Tasmania. Key words: Sustainable forest management, strategy, politics, research, government, Australia

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34

Ayabe, Takako, Yoshihito Takemoto, Shinichi OKADA, Johannes Kiener, and Masakazu SHIRASAWA. "Factors Related to the Care Management Practice for Old Public Assistance Recipients in Osaka City of Japan." Innovation in Aging 5, Supplement_1 (December 1, 2021): 939. http://dx.doi.org/10.1093/geroni/igab046.3394.

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Abstract The research was conducted between January 22 and February 25, 2021. The data was collected by self-administered questionnaires mailed to the participants at 800 care management centers and comprehensive community support centers in Osaka City. The centers were randomly selected. The response rate was 19.1%. The independent variables were: obtaining the qualification of a Senior Care Manager (SCM), who was a qualified person that acquired advanced knowledge and skills in care management by advanced training; experience years in Social Work (SW); experience years in care management; experiences in training programs for team approach; and experiences in training programs for supporting Old Public Assistance Recipients (OPAR). The dependent variables were the categorized contents in the Care Management Practice for old public assistance recipients. They were: Care planning and Implementation (CI); Assessment; Financial Support and Evaluation (FSE); Contract and Explanations in care management; Coordinating Informal support and Formal services in Care planning; and Arrangements in Financial supports for Formal service costs. The Structural Equation Modeling was performed for the examinations of the relationships. As a result, the goodness of the fit indices was acceptable, and we retained the models. In correlational analyses, CI and Assessment were significantly correlated with SCM (p<.05). FSE was significantly correlated with SW (p<.001) and OPAR (p<.05). In conclusion, the results implied that advanced qualification of a Senior Care Manager and a specified training program for supporting old public assistance recipients were effective in providing appropriate care management services.

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35

Schofield, Jill. "The Old Ways are the Best? The Durability and Usefulness of Bureaucracy in Public Sector Management." Organization 8, no. 1 (February 2001): 77–96. http://dx.doi.org/10.1177/135050840181005.

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36

McKie, David. "Review essay: globalizing public relations: old wine, new bottles, and good years." Public Relations Review 31, no. 1 (March 2005): 149–52. http://dx.doi.org/10.1016/j.pubrev.2004.11.011.

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37

Krasniqi, Ibrahim. "The New Public Management In Transition Countries- Public Sector Decentralization And Local Governance Reform In Kosovo." International Journal of Business & Technology 2, no. 1 (May 2013): 39–48. http://dx.doi.org/10.33107/ijbte.2013.2.1.06.

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Public administration management in most developing countries is changing rapidly through reform processes with respect to public service delivery and the stimulation of economic growth. That change, in general is affected by the need for policy reform, has resulted in different structural public management reforms known as decentralization and ‘the new public management’, reflecting a movement away from the old values and norms of public administration management. This paper discusses the issue of local government reform processes in Kosovo in parallel with the new public management processes in the country. Local government reform has been and is a priority of the institutions of the Republic of Kosovo, and as such, it has gone through various stages of its evolution. In other words, special emphasis should be put also on the achievements, progress, challenges and difficulties of local government reform processes. As such, this paper reflects the ontological aspect of the new public management approach in local government reform in the Republic of Kosovo, starting from the development stages of this extensive process up to the current situation, including falls and downs of this process. Therefore, this paper reflects empirically (through research) the current status of local government in Kosovo, as well as the difficulties faced by the local government. As a result of the elaboration of this paper, we have come to the conclusion that local government has made a significant progress since the end of the war. However, much remains to be done in this regard, especially in terms of: transparency, accountability, citizen participation in decision-making, and many other processes, which further strengthen local democracy in the country.

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38

Christensen, Tom, and Yongmao Fan. "Post-New Public Management: a new administrative paradigm for China?" International Review of Administrative Sciences 84, no. 2 (May 23, 2016): 389–404. http://dx.doi.org/10.1177/0020852316633513.

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From three theoretical perspectives – instrumental, cultural and mythical – this article analyses the reasons for the worldwide emergence of post-New Public Management reforms and summarizes the typical features of those measures. In particular, it explores the link between post-New Public Management and public-sector reforms in China and argues that the ongoing reforms in China, including the super-ministry reform, the regulation of industry, the affordable housing policy, social and healthcare reforms, and the anti-corruption campaign, have shed light on various aspects of post-New Public Management measures. However, because China’s complex public administrative systems are more centralized than they are in many Western countries, it faces big challenges in deciding on and implementing reforms. Points for practitioners The examined administrative reforms demonstrate that China is imitating post-New Public Management reforms and adapting them to Chinese cultural traditions. China’s case reveals that the public sector is a complicated combination of elements from New Public Management and post-New Public Management reforms in a process where new reform elements are continuously added to old ones. China’s reforms are still ongoing; in the past years, China focused more on economic reform, decentralization and efficiency, but today its reforms are turning to social stability, political order and central control.

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39

Płonka, Maria, Tomasz Jedynak, and Viktor Trynchuk. "Retirement behavior strategies: the attitudes of students from Poland and Ukraine towards the old-age risk." Problems and Perspectives in Management 18, no. 2 (July 1, 2020): 350–65. http://dx.doi.org/10.21511/ppm.18(2).2020.29.

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Digitalization and technological advancement, referred to as the Fourth Industrial Revolution (Industry 4.0), results not only in technological innovation but also in the changes in society and public awareness. One such tendency is the demographic aging, which implicates two concerns: the instability of the public pension systems and the social awareness related with the risk of major reduction of benefits in contrast to the expectations and the need for the additional private pension security. The research has aimed to identify the opinions and attitudes of the students from Poland and Ukraine in respect to the broadly understood issues of the old age security, as well as to recognize the prospective differences in this field between the researched populations. The relevant research was conducted using the PAPI method in the years 2018–2019. Within the framework of the research, nine specific hypotheses were presented concerning the attitudes towards the selected aspects of the pension schemes and old-age security. The results were compiled in the form of the semantic differential, and the Mann-Whitney U test was utilized to verify the significance of the differences in the distribution of the answers given by the students. Those served as the basis for formulating the conclusions regarding similarities and differences in the opinions expressed by young people studied populations. AcknowledgmentThis project has been financed by the Ministry of Science and Higher Education within the “Regional Initiative of Excellence” Programme for 2019–2022. Project No. 021/RID/2018/19. Total project budget: PLN 11 897 131,40.

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40

Michalopoulos, Nikos. "Knowledge management and public organizations: How well does the model apply to Greece?" Chinese Public Administration Review 2, no. 1/2 (November 1, 2016): 64. http://dx.doi.org/10.22140/cpar.v2i1/2.41.

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This paper seeks to shed some light on the field of organizational learning in public organizations. More specifically, the purpose of this paper is to investigate the role of the middle manager in organizations operating in the Greek public domain. Our main finding is that middle manager are, in fact, far from fulfilling the role of knowledge engineers in Greek public organizations, succumbing to old style operationsl duties. Middle managers are merely conduits, translating plans into action, monitoring and controlloin activities to keep things on track. In other words, their role in public management is completely internal, because they have lived theri lives within the functional corridors of an organzation's hierarchy.

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41

Olawale I., OLATEJU, ABDUL-AZEEZ Ibraheem A., and ALAMUTU Salimonu A. "PROJECT MANAGEMENT PRACTICE IN NIGERIAN PUBLIC SECTOR – AN EMPIRICAL STUDY." Australian Journal of Business and Management Research 01, no. 08 (March 17, 2012): 01–07. http://dx.doi.org/10.52283/nswrca.ajbmr.20110108a01.

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The application of Project Management (PM) tools and techniques in public sector is gradually becoming an important issue in developing economies, especially in a country like Nigeria where projects of different size and structures are undertaken. The paper examined the application of the project management practice in public sector in Nigeria. The PM Lifecycles, tools and techniques were presented. The study was carried out in Lagos because of its metropolitan nature and rapidly growing economy. Twenty three copies of questionnaire were administered to 23 public institutions in Lagos to generate primary data. The descriptive analysis techniques using percentages and table presentations coupled with coefficient of correlation were used for data analysis. The study revealed that application of PM tools and techniques is an essential management approach that tends to achieve specified objectives within specific time and budget limits through optimum use of resources. Furthermore the study noted that there is lack of in-depth knowledge of PM tools and techniques in public sector institutions sampled, also high cost of application was also observed by the respondents. The study recommended among others that PM tools and techniques should be applied gradually especially in old government institutions where resistance to change is perceived to be high.

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42

Kirk, Elizabeth, and Jenny Strong. "Management of eWork health issues: A new perspective on an old problem." Work 35, no. 2 (2010): 173–81. http://dx.doi.org/10.3233/wor-2010-0969.

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Locock, Louise. "Redesigning health care: new wine from old bottles?" Journal of Health Services Research & Policy 8, no. 2 (April 1, 2003): 120–22. http://dx.doi.org/10.1258/135581903321466102.

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One of the latest remedies for poor quality services is seen as being redesign of the health care system. Redesign is charged with political meaning, representing a radical challenge to practitioners and managers. But is it really a new approach? Although it draws on theories of re-engineering and total quality management, it is a pragmatic blend of components of both. Early findings suggest that quality improvement has been achieved but this has not been as extensive as anticipated. Redesign is in danger of being seen as the new magic bullet and thus may be being set up to fail. It may prove to be one more in a succession of discarded change management fads.

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Ram, Pavani Kalluri. "Declines in case management of diarrhoea among children less than five yeard old." Bulletin of the World Health Organization 86, no. 3 (March 1, 2008): 240. http://dx.doi.org/10.2471/blt.07.041384.

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Gow, James Iain, and François Simard. "Where Old and New Management Meet: Temporary Staff in the Canadian Federal Administration." International Review of Administrative Sciences 65, no. 1 (March 1999): 71–86. http://dx.doi.org/10.1177/0020852399651006.

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Carnevale, David G., and Brett S. Sharp. "The Old Employee Suggestion Box." Review of Public Personnel Administration 13, no. 2 (April 1993): 82–92. http://dx.doi.org/10.1177/0734371x9301300206.

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Garrett, Terence M. "An Interpretive-Phenomenological Critique of the Science of (New?) Public Management: A Polemic." Public Voices 8, no. 2 (December 9, 2016): 102. http://dx.doi.org/10.22140/pv.168.

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Public Administration as a field of academic inquiry has faced numerous challenges. Public management scholars focus exclusively on the executive level of management in public organizations. Knowledge possessed by lower-level managers, workers, and/or the public is ignored and deemed to be irrelevant or unimportant in the decision-making process within agencies. In general, technical rationality, or what passes for traditional management practice and the new public management, has had some success for executives and managers in public organizations insofar as motivating individuals for instrumental purposes. (*) The success of public management as a social and political movement makes it difficult to overcome. The concentration of the “public management movement” on the executive level of management has supplanted traditional public administration and public service. It is the ideology of public management that is the primary focus of this paper. Alternatives including the New Public Service and the knowledge analytic will be presented briefly as a counterpoint to address the democratic shortcomings of the public management movement, both new and old.*See Guy B. Adams and V. Ingersoll’s “Culture, Technical Rationality, and Organizational Culture,” in American Review of Public Administration, December 1990, 20/4: 285 – 302, for an excellent elaboration of the concept. In general, technical rationality is an approach to thinking that “has stripped reason of any normative role in shaping human affairs” (Adams and Balfour 1998, xiii).

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Deecke, Thomas. "Old traditions and new ways in the acquisitions policies of German public art galleries." Museum Management and Curatorship 10, no. 2 (June 1991): 168–71. http://dx.doi.org/10.1080/09647779109515263.

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Barnabè, Federico. "Emerging Trends and Old Habits in Higher Education Management: Focus on the Public vs. Private Funding Debate." Creative Education 03, no. 06 (2012): 1006–15. http://dx.doi.org/10.4236/ce.2012.326152.

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Xifra, Jordi. "Old Comedy, Public Intellectuals and the Origins of Dissent Communication: The Case of Aristophanes." Gerión. Revista de Historia Antigua 37, no. 1 (April 1, 2019): 9–33. http://dx.doi.org/10.5209/geri.63866.

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The purpose of this article is to explore the emergence of a strategic communication management of dissent (the so called dissent public relations) and to set its beginnings in the context of ancient Greek comedy represented by Aristophanes. Indeed, Old Comedy was the first great example of mass communication in which political satire was used to dissent and protest against political and social circumstances in fifth-century BC Athens. This situation was determined by the Peloponnesian War and its political, economic and social consequences. From this perspective, this article also constitutes an investigation into the intellectual history of public relations, of which Aristophanes can be considered one of its first practitioners.

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