Podcast
Questions and Answers
What is the main reason behind the development of New Public Management (NPM) in the 1980s?
What is the main reason behind the development of New Public Management (NPM) in the 1980s?
Criticisms of traditional bureaucratic approaches to public administration
What is the main focus of the Managerialism characteristic of NPM?
What is the main focus of the Managerialism characteristic of NPM?
Management skills and practices
What is the primary goal of Performance measurement and accountability in NPM?
What is the primary goal of Performance measurement and accountability in NPM?
Evaluating public sector performance using outputs, outcomes, and performance metrics
What is the main concern behind the criticism of Privatization and commercialization in NPM?
What is the main concern behind the criticism of Privatization and commercialization in NPM?
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What is the primary goal of Citizen engagement and participation in NPM?
What is the primary goal of Citizen engagement and participation in NPM?
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Which country introduced NPM reforms in the 1980s under Margaret Thatcher's government?
Which country introduced NPM reforms in the 1980s under Margaret Thatcher's government?
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What is the main principle of NPM that emphasizes the importance of maximizing outputs with minimal resources?
What is the main principle of NPM that emphasizes the importance of maximizing outputs with minimal resources?
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What is the name of the Clinton Administration's initiative in the 1990s that promoted NPM approaches?
What is the name of the Clinton Administration's initiative in the 1990s that promoted NPM approaches?
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Study Notes
Definition and Origins
- New Public Management (NPM) refers to a managerial approach to public administration that emerged in the 1980s
- Developed in response to criticisms of traditional bureaucratic approaches to public administration
- Influenced by private sector management practices and neoliberal ideology
Key Characteristics
- Decentralization: Devolution of authority and responsibility to lower levels of government and frontline managers
- Marketization: Introduction of market mechanisms and competition in the provision of public services
- Managerialism: Emphasis on management skills and practices, rather than traditional bureaucratic routines
- Performance measurement and accountability: Focus on outputs, outcomes, and performance metrics to evaluate public sector performance
- Customer orientation: Public services designed to meet the needs of citizens as "customers"
Principles
- Efficiency and effectiveness: Maximizing outputs with minimal resources
- Flexibility and adaptability: Encouraging innovation and responsiveness to changing circumstances
- Partnerships and collaboration: Collaboration between government, private, and non-profit sectors
- Citizen engagement and participation: Involving citizens in the design and delivery of public services
Criticisms and Controversies
- Privatization and commercialization: Concerns about the erosion of public sector values and the exploitation of public services for private gain
- Inequity and exclusion: Fears that NPM approaches may exacerbate social and economic inequalities
- Accountability and transparency: Concerns about the lack of transparency and accountability in NPM approaches
Examples and Implementations
- UK: Margaret Thatcher's government introduced NPM reforms in the 1980s
- USA: The Clinton Administration's "Reinventing Government" initiative in the 1990s
- Australia: The Australian government's "New Public Management" reforms in the 1990s
- International organizations: The World Bank and other international organizations have promoted NPM approaches in developing countries
Definition and Origins
- New Public Management (NPM) emerged in the 1980s as a managerial approach to public administration
- Developed in response to criticisms of traditional bureaucratic approaches to public administration
- Influenced by private sector management practices and neoliberal ideology
Key Characteristics
- Decentralization involves devolving authority and responsibility to lower levels of government and frontline managers
- Marketization introduces market mechanisms and competition in public service provision
- Managerialism emphasizes management skills and practices over traditional bureaucratic routines
- Performance measurement and accountability focus on outputs, outcomes, and performance metrics
- Customer orientation designs public services to meet the needs of citizens as "customers"
Principles
- Efficiency and effectiveness aim to maximize outputs with minimal resources
- Flexibility and adaptability encourage innovation and responsiveness to changing circumstances
- Partnerships and collaboration involve government, private, and non-profit sectors
- Citizen engagement and participation involve citizens in the design and delivery of public services
Criticisms and Controversies
- Privatization and commercialization erode public sector values and exploit public services for private gain
- Inequity and exclusion exacerbate social and economic inequalities
- Accountability and transparency concerns revolve around lack of transparency and accountability
Examples and Implementations
- UK: Margaret Thatcher's government introduced NPM reforms in the 1980s
- USA: The Clinton Administration's "Reinventing Government" initiative in the 1990s
- Australia: The Australian government's "New Public Management" reforms in the 1990s
- International organizations: The World Bank promotes NPM approaches in developing countries
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Description
Learn about the origins and key characteristics of New Public Management, a managerial approach to public administration that emerged in the 1980s.
