NEW PUBLIC MANAGEMENT

New Public Management



New Public Management (NMP)

Introduction

New Public Management (NPM) is widely used as a generic term covering a wide range of strategies for management reform, which dominated the long-term trend changes in the public sector since 1980(Varela, 1992, 402). Despite the high degree of difference between the church spectrum of NPM reforms inspiration, imports of microeconomic thinking and methods in the management of public organizations, as well as the propensity for private sector management as a normative ideal, it can serve as a common denominator (Schick, 1998, 123).

Although the doctrine of the NPM does not establish specific enumeration list of reform measures, stereotypical toolkit includes measures such as privatization, deregulation, outsourcing of public services, the use of competitive tendering and internal services, if it breaks earlier in the semi-monolithic organizations or service centres results especially in light of the reform of the central government and the distribution of federal executive authorities, the introduction of results-oriented standards and measures to strengthen the role of consumers, a greater emphasis on professional management in the public sector, and the use of professional personnel in positions of public administration(Pollitt, 2004, 117).

Discussion

Changes in the Public Sector

Reform is due to the NPM in the public sector is widely dispersed and, in many cases has led to far-reaching changes and long-term-that go far beyond the import of temporary fad or fashion. National Palace Museum has become widely popular code for weakly number of ideas that are actually a form of discourse about administrative modernization in most Organization for Economic Cooperation and Development (OECD) and beyond(Thomas, 1996, 29). Since its first appearance in the national reform programs, 25 years ago, the message of the PNC seized the world (Peters, 1998, 135).

While political customs and cultural administration of the Anglo-Saxon countries were more family responsive to market component of the doctrine of the NPM, after an earthquake caused by MNP also felt in the form of an administrative system more collectivist and state-oriented forms(Tendler, 1997, 23). The first wave of the NPM reform movement swept the classical Westminster system of government of the New Zealand and United Kingdom, as hubs. Modernization of the movement has taken deep roots in Anglo-American countries. For example, the reform initiatives have contributed to NGP are widespread in Australia, the United States (as summarized, for example, "Reinventing Government" debate), and to a lesser extent in Canada (Minogue, 1998, 397).

The trend towards the modernization of the public sector "reform the main countries quickly followed by similar reform agenda in a growing number of European countries (Smith, 1998, 92). Scandinavia and the Netherlands were the main wave of modernization of the public sector, while large states like France and continental Europe, especially Germany, was much more reluctant to embark on sweeping administrative reforms along the lines of NPM (Kettl, 1997, 446).

Distribution of the NPM as a model for reform has come to an end when the public sector changes in societies in transition and developing countries under its influence with ...