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Journal articles on the topic 'Public management'

Author: Grafiati

Published: 4 June 2021

Last updated: 7 July 2024

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1

Dr. R. Rajeswaran, Dr R. Rajeswaran. "Management of Public Utilities – Key Facet of Public Administration." Global Journal For Research Analysis 2, no. 1 (June 15, 2012): 198–99. http://dx.doi.org/10.15373/22778160/january2013/38.

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2

Feldman, Martha S. "Management and Public Management." Academy of Management Journal 48, no. 6 (December 2005): 958–60. http://dx.doi.org/10.5465/amj.2005.19573096.

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3

Glynn, John J., and Michael P. Murphy. "Public management." International Journal of Public Sector Management 9, no. 5/6 (September 1996): 125–37. http://dx.doi.org/10.1108/09513559610146492.

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4

Młodzik, Ewelina. "Assumptions of the New Public Management concept." Współczesne Problemy Ekonomiczne 11 (2015): 185–93. http://dx.doi.org/10.18276/wpe.2015.11-17.

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5

Le Clainche, Michel. "Responsabilité des comptables publics et management public." Gestion & Finances Publiques, no. 5 (September 2017): 98–105. http://dx.doi.org/10.3166/gfp.2017.00106.

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6

Chandler, J. A. "Public Administration or Public Management?" Teaching Public Administration 8, no. 1 (March 1988): 1–10. http://dx.doi.org/10.1177/014473948800800102.

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7

Hughes, Owen. "PUBLIC MANAGEMENT OR PUBLIC ADMINISTRATION?" Australian Journal of Public Administration 51, no. 3 (September 1992): 286–96. http://dx.doi.org/10.1111/j.1467-8500.1992.tb02614.x.

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8

Molobela, Terrance, and Dominique Emmanuel Uwizeyimana. "New public management and post-new public management paradigms." International Journal of Research in Business and Social Science (2147- 4478) 12, no. 8 (December 11, 2023): 327–34. http://dx.doi.org/10.20525/ijrbs.v12i8.2941.

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Over the past decades there has been a remarkable paradigm shift in Public Administration. Traditional Public Administration was in dire need for a change of a New Public Administration (NPA) approach in the 1980s. From early 2000s, the NPA began to be subjected to heavy criticism, which influenced public administration to take complete control of different reforms and approaches regardless of their diversity, complexity, hybrid and contradictory situations rather than offering the perfect approach and reform to the public sector. The New Public Management (NPM) and Post-New Public Management (Post-NPM) paradigms emerged in times whereby the NPA was already experiencing a massive deconstruction and reconfiguration of the public sector management. To scan and understand the remarkable paradigm shift in the field and practice of public administration, this study applies both NPM and Post-NMP to examine different views, principles, values and norms, and reform proposals for South African Public Administration. Methodologically, this study used qualitative research methods with the aid of secondary data to evaluate both the NPM and post-NPM paradigms, criticisms, arguments, challenges, and changes in public policy implementations. Recommendations are provided based on the existing challenges confronting the current public administration in South Africa. This study contributes to literature, new policy proposals and research within public administration.

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9

Düren, Petra. "Public management means strategic management." Library Management 31, no. 3 (February 23, 2010): 162–68. http://dx.doi.org/10.1108/01435121011027336.

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10

YAROVA, Yuliia. "GLOBAL EXPERIENCE OF PUBLIC FINANCIAL CONTROL IN THE PUBLIC FINANCIAL MANAGEMENT SYSTEM." Herald of Khmelnytskyi National University. Economic sciences 322, no. 5 (September 2023): 306–12. http://dx.doi.org/10.31891/2307-5740-2023-322-5-49.

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The relevance of this study lies in the fact that with the transition of the economy to a market model, state control over the legality and rationality of the use of public finance becomes increasingly important. State financial control is an important instrument of the financial mechanism and one of the main means of implementing state financial policy. Its role is to support the successful implementation of financial strategy and tactics, as well as the expedient and efficient formation, allocation and use of financial resources of the state. In the conditions of formation of a market economy, control over the budgetary process is becoming increasingly important due to the need to improve the efficiency ofpublic administration of the whole system offinancial relations. State financial control includes control over compliance with financial legislation, the process offormation and use of state, budgetary and extra-budgetary resources, as well as assessment of the economic efficiency offinancial operations and the targeted nature of public expenditure. This work covers important theoretical and methodological aspects of state financial control and aims to identify the main directions of its development abroad. The paper analyses foreign experience in three areas: general public finance control, parliamentary and government control as well as internal control and internal audit as special areas of financial control.

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11

Duka, Anastasiia Petrovna, and Mariia Myhailivna Holyk. "THE MODERN CONCEPT OF PUBLIC MANAGEMENT EVALUATION." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 1(13) (2018): 149–54. http://dx.doi.org/10.25140/2410-9576-2018-2-1(13)-149-154.

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12

Kusuma Adikara, Henry. "New Public Financial Management and Its Legitimacy." Asia Pacific Management and Business Application 3, no. 1 (August 30, 2014): 67–73. http://dx.doi.org/10.21776/ub.apmba.2014.003.01.5.

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13

Chornovol, Alla, Julia Tabenska, Tetiana Tomniuk, and Liudmyla Prostebi. "Public finance management system in modern conditions." Investment Management and Financial Innovations 17, no. 4 (December 22, 2020): 402–10. http://dx.doi.org/10.21511/imfi.17(4).2020.34.

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The public finance management system is an important lever for equalizing financial and budgetary disproportions in the context of institutional changes. The paper aims to substantiate the directions of development of the public financial management system. Economic and statistical methods and correlation-regression analysis methods are used to determine the relationship between the GDP deflator and the share of revenues, expenditures, the general government budget deficit, and public debt in GDP, assessing the features of the public financial management system in Ukraine and EU countries. This study reveals that one of the main restraining factors in the public finance system development is a significant level of uncertainty in economic processes, which intensifies macroeconomic fluctuations, significant indicators of the share of public debt and budget deficit of the state administration sector pose risks to financial and economic stability; their potential negative impact on socio-economic processes is much more destructive than the pro-cyclical nature of fiscal policy. From this point of view, the public finance management system should be directed at optimizing financial and budgetary tools to prevent the growth of public debt and budget deficit in gross domestic product, which determines the importance of substantiating further development directions of the public financial management system. It is concluded that the mechanism of public financial management in recent years is quite rigid and restrictive, in the context of institutional change expands the tools of public financial management and increases its impact on socio-economic processes.

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14

Zidonis, Zilvinas, Dmytro Bilinskyi, and Karim Nazyrov. "Management innovation practices to public sector organizations." Problems and Perspectives in Management 18, no. 3 (October 8, 2020): 392–401. http://dx.doi.org/10.21511/ppm.18(3).2020.32.

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The journey of modern management ideas to the public sector in post-socialist countries is expected to be hampered by several barriers. This paper aims to justify the need to implement management innovation practices for public sector organizations. The study was conducted using the method of typological analysis to determine the organization of managerial innovations; modeling method to determine the conceptual model and the position of the travel of management ideas to the country. As a result, a conceptual model was proposed, including elements of the internal and external control environment. Conclusions are given on the barriers that affect the choice and acceptance of management ideas. The article extends current research understanding of man-agreement innovation in the public sector in the region by specifically addressing the success, or failure, of the travel of modern management ideas to it and outlines key barriers to modern management adoption ideas in the public sector. AcknowledgmentThe research was funded by the Lithuanian Council of Research grant S-MOD-17-15.

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15

Klingner, Donald, Carolyn Ban, and Norma M. Riccucci. "Public Personnel Management." Public Administration Review 52, no. 2 (March 1992): 211. http://dx.doi.org/10.2307/976484.

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16

Yanow, Dvora, and Gideon Kunda. "Engineering Public Management." Public Administration Review 56, no. 2 (March 1996): 211. http://dx.doi.org/10.2307/977212.

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17

Djordjevic, Sasha, and Daryan Boykov. "REFORMING PUBLIC MANAGEMENT." Knowledge International Journal 30, no. 6 (March 20, 2019): 1679–86. http://dx.doi.org/10.35120/kij30061679d.

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Problems related to the study of public management of local communities in the cross-border region Bulgaria-Serbia have not been the subject of in-depth independent research. The up-to-date nature of this theme stems from new developments in the region's development and the need to deepen regional cooperation in order to make more effective use of resources in the region and opportunities for convergence between behavior and governance patterns. The content is highlighted by the problems of the new millennium stemming from the conflict of resources, the demographic distortions and the impact of human resources development, the ecological congestion of the natural environment, which processes already carry not only national but also global regional dimensions. The importance of the issue is also reinforced by the fact that "convergence" in the Balkans is imperative in order to respond to the European regional development strategy.

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18

Berg, Nicola. "Public Affairs Management." WiSt - Wirtschaftswissenschaftliches Studium 32, no. 12 (2003): 731–34. http://dx.doi.org/10.15358/0340-1650-2003-12-731.

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19

Hanada, Eva. "Public sector management." Asia Pacific Business Review 27, no. 4 (July 22, 2021): 626–30. http://dx.doi.org/10.1080/13602381.2021.1957286.

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20

Pollitt, Christopher. "Public Management Reform." OECD Journal on Budgeting 3, no. 3 (December 18, 2003): 121–34. http://dx.doi.org/10.1787/budget-v3-art19-en.

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21

Bozeman, Barry, and Robert T. Golembiewski. "Practical Public Management." Administrative Science Quarterly 40, no. 4 (December 1995): 701. http://dx.doi.org/10.2307/2393759.

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22

Bartoli, Annie, and Martine Brasseur. "Le management public." Humanisme et Entreprise 299, no. 4 (2010): 1. http://dx.doi.org/10.3917/hume.299.0001.

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23

den Heyer, Garth. "New public management." Policing: An International Journal of Police Strategies & Management 34, no. 3 (August 23, 2011): 419–33. http://dx.doi.org/10.1108/13639511111157492.

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24

Levy, Roger. "New Public Management." Public Policy and Administration 25, no. 2 (April 2010): 234–40. http://dx.doi.org/10.1177/0952076709357152.

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25

Bozeman, B. "Advancing Public Management." Journal of Public Administration Research and Theory 12, no. 4 (October 1, 2002): 631–36. http://dx.doi.org/10.1093/oxfordjournals.jpart.a003551.

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26

Siltala, Juha. "New Public Management." Administration & Society 45, no. 4 (March 28, 2013): 468–93. http://dx.doi.org/10.1177/0095399713483385.

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27

Corrigan, Paul, and Paul Joyce. "Reconstructing public management." International Journal of Public Sector Management 10, no. 6 (November 1997): 417–32. http://dx.doi.org/10.1108/09513559710190799.

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28

Bozeman, Barry, and Mary K. Feeney. "Public Management Mentoring." Review of Public Personnel Administration 29, no. 2 (November 13, 2008): 134–57. http://dx.doi.org/10.1177/0734371x08325768.

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29

Hunter, D. J. "Public health management." Journal of Epidemiology & Community Health 52, no. 6 (June 1, 1998): 342–43. http://dx.doi.org/10.1136/jech.52.6.342.

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30

Stoker, Gerry. "Public Value Management." American Review of Public Administration 36, no. 1 (March 2006): 41–57. http://dx.doi.org/10.1177/0275074005282583.

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31

Borins, Sandford. "Public Management Innovation." American Review of Public Administration 31, no. 1 (March 2001): 5–21. http://dx.doi.org/10.1177/02750740122064802.

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32

O’Leary, Rosemary, and Nidhi Vij. "Collaborative Public Management." American Review of Public Administration 42, no. 5 (May 16, 2012): 507–22. http://dx.doi.org/10.1177/0275074012445780.

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33

Terry, Francis. "Public Management 2010." Public Money and Management 20, no. 1 (January 2000): 4–6. http://dx.doi.org/10.1111/1467-9302.00193.

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34

Zink, Wolfgang, and Rainer Bernnat. "Public Equity Management." Zeitschrift für Politikberatung 3, no. 1 (March 2010): 99–112. http://dx.doi.org/10.1007/s12392-010-0241-0.

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35

Kickert, Walter JM. "Beyond public management." Public Management Review 5, no. 3 (September 2003): 377–99. http://dx.doi.org/10.1080/1471903032000146955.

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36

Meier, Kenneth J., and Laurence J. O'Toole. "Modeling public management." Public Management Review 9, no. 4 (December 2007): 503–27. http://dx.doi.org/10.1080/14719030701726630.

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37

Martin, Steve. "Understanding Public Management." Public Management Review 11, no. 5 (September 2009): 728–30. http://dx.doi.org/10.1080/14719030903162188.

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38

Head, Brian William. "Public Management Research." Public Management Review 12, no. 5 (September 2010): 571–85. http://dx.doi.org/10.1080/14719031003633987.

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39

Dawson, Sandra, and Charlotte Dargie. "New Public Management." Public Management: An International Journal of Research and Theory 1, no. 4 (January 1999): 459–81. http://dx.doi.org/10.1080/14719039900000021.

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40

Horrocks, Ivan. "Public Sector Management." Security Journal 14, no. 2 (April 2001): 91–92. http://dx.doi.org/10.1057/palgrave.sj.8340086.

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41

Turnock, Bernard J. "Public Health Management." Journal of Public Health Management and Practice 12, no. 5 (September 2006): 487–88. http://dx.doi.org/10.1097/00124784-200609000-00016.

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42

Riechel, Klaus-Walter. "Public Financial Management." IMF Policy Discussion Papers 2002, no. 001 (February 2002): 1. http://dx.doi.org/10.5089/9781451974973.003.

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43

Clarke, John. "Public Management or Managing the Public?" Public Policy and Administration 25, no. 4 (October 2010): 416–33. http://dx.doi.org/10.1177/0952076710377582.

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44

RICHARDS, SUE. "DEVOLVING PUBLIC MANAGEMENT, CENTRALIZING PUBLIC POLICY." Oxford Review of Economic Policy 10, no. 3 (1994): 40–50. http://dx.doi.org/10.1093/oxrep/10.3.40.

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45

Jackson, P. M. "Public choice and public sector management." Public Money & Management 10, no. 4 (December 1990): 13–20. http://dx.doi.org/10.1080/09540969009387623.

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46

Couture Gagnon, Alexandre. "Linking New Public Management With Public Human Resource Management Reform." Journal of Public Administration Research and Theory 26, no. 4 (May 11, 2016): 823–24. http://dx.doi.org/10.1093/jopart/muw034.

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47

Kapucu, Naim. "New Public Management and Governance Perspectives in Understanding Public Management." Public Administration Review 69, no. 6 (November 2009): 1187–90. http://dx.doi.org/10.1111/j.1540-6210.2009.02078.x.

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48

Bair, Megan, Michael Boyle, Ron Sieger, and Jim Schwing. "BIOSOLIDS MANAGEMENT — PUBLIC RELATIONS, PUBLIC EDUCATION, AND PUBLIC INVOLVEMENT." Proceedings of the Water Environment Federation 2004, no. 1 (January 1, 2004): 259–65. http://dx.doi.org/10.2175/193864704784343306.

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49

Baujard, Corinne. "Conservateurs de musées et management public Public management and museums curators." EPISTÉMÈ 21 (June 30, 2019): 116–35. http://dx.doi.org/10.38119/cacs.2019.21.6.

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50

Bozeman, Barry, and Hal G. Rainey. "Putting the Public Back in Public Management." Public Administration Review 53, no. 2 (March 1993): 180. http://dx.doi.org/10.2307/976717.

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