Beyond the New Public Management: Changing Ideas and Practices in Governance
Martin Minogue, Charles Polidano, David Hulme
E. Elgar, Jan 1, 1998 - Political Science - 308 pages
This text brings together a number of specialists who examine the range of ideas and concepts of the new models of reform, paying particular attention to the "new public management" model and to strategies of good governance. It evaluates progress made by governments and aid donors in putting these ideas into practice. Using case studies from both the developed and developing world, it emphasizes the extent to which public management and governance reforms are being applied throughout the international arena. The examples used focus on the problems of policy and institutional transfers between the industrialized world and developing countries. Multidisciplinary in its approach, it draws on literature and research from management studies, political science, sociology, economics and devolopment studies, and points to issues likely to dominate research agenda.
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the analysis of public management
concepts and practice in the reform of
a framework for comparative analysis
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accountability action actors Africa agencies analysis Angola approach areas argue behaviour bureaucratic capacity central centre chapter civic organizations civil service reform civil society collaboration Commonwealth Secretariat complementarity concept context costs cultural David Hulme democratic developing countries donors economic effective efficiency example experience framework Ghana global groups GWSC Hanoi health services humanitarian implementation institutions involved issues job reduction lessons London management decentralization managerial ment Ministry NGOs non-state Nunberg OECD organizational Oxford participation participatory performance policy transfer political poor practice private sector problems professional programmes public administration public management reform Public Policy Public Sector Management public services relationships responsibility role rural service provision social capital social exclusion staff synergy Tanzania targets tion tional Uganda UNDP University of Manchester University Press upazila values Vietnam voluntary World Bank World Development