Learning from international public management reform. Part a

• Άλλοι συγγραφείς: Jones, Lawrence, Guthrie, James, Steane, Peter
• Μορφή: Ηλεκτρονική πηγή Ηλ. βιβλίο
• Γλώσσα: English
• Έκδοση: Bingley, U.K. : Emerald, 2001.
• Σειρά: Research in public policy analysis and management ; v. 11, pt. 1.
• Θέματα: Science > History.; Social Science > General.; Public administration.

 Governments around the world are criticized as inefficient, ineffective, too large, too costly, overly bureaucratic, overburdened by unnecessary rules, unresponsive to public needs, secretive, undemocratic, invasive into rights of citizens, self-serving, and failing in provision of the quantity and quality of services desired by the taxpaying public. Fiscal stress has plagued many governments, increasing the cry for less costly or just less government. Critics have exerted sustained pressure on politicians and public managers for transformational reform. Recommendations for change have included application of market and economic logic and private sector management methods to government. Managerial reform has been promoted on grounds that the public sector is organized and functions on many of the wrong principles and needs reinvention and renewal. Government reforms in response to reformist pressures have included restraint of spending and tax cuts, sales of public assets, privatization and contracting-out of services, increased performance measurement and auditing, output and outcomes based budgeting, and new accounting and reporting methods. Reform has been accompanied by promises of smaller, less interventionist and more decentralized government, improved efficiency and effectiveness, greater responsiveness and accountability to citizens, increased choice between public and private providers of services, a more 'entrepreneurial' public sector capable of cooperating with business. While it is apparent why politicians and elected officials often support new managerial methods, observers wonder whether the promises of reform can be delivered upon to provide benefits depicted so attractively. Dialogue on this question is active among public management scholars, practitioners, politicians, citizen groups and the media. Substantial elements of this dialogue are represented in this book. 

 Learning from international public management reform experience / L.R. Jones, James Guthrie, Peter Steane -- The challenge of evaluating systemic change : The case of public management reform in New Zealand / Jonathan Boston -- Reflections on public management reform in new Zealand / Rob Laking -- New Zealand experience with public management reform or why the grass is always greener on the other side of the fence / Derek Gill -- Public management reform and lessons from experience in New Zealand / Graham Scott -- Effectiveness : the next frontier in New Zealand / Andrew Kibblewhite -- Performance reporting for accountability purposes : lessons, issues, future / Ann Neale, Bruce Anderson -- Getting better but feeling worse? Public sector reform in New Zealand / Robert Gregory -- Observations on the imposition of new public management in the New Zealand state education system / Stuart Tooley -- Network structures, consumers and accountability in New Zealand / Susan Newberry -- Information policy in New Zealand / Martin Putterill, Derek Speer -- Australia, the OECD and the post-NPM world / Peter Steane, Peter Carroll -- Public sector management in the state of victoria 1992-1999 : genesis of the transformation / Linda English, James Guthrie -- Public management reform : some lessons from the antipodes / Owen Hughes, Deirdre O'Neill -- The impact of new public management on the reform of the transportation infrastructure in Sydney / Michael Johnson -- Lessons from Australian and New Zealand experiences with accrual output-based budgeting / Tyrone M. Carlin, James Guthrie.