The New Public Management in Action
Professor of Public Services Management Ewan Ferlie, Ewan Ferlie, Lynn Ashburner, Director Centre for Corporate Strategy and Change Andrew Pettigrew, Louise Fitzgerald, School of Management and Finance Lynn Ashburner, Andrew Pettigrew
Oxford University Press, 1996 - 287 pages
This book analyses changes which have occurred in the organization and management of the UK public services over the last 15 years, looking particularly at the restructured NHS. The authors present an up-to-date analysis around three main themes: the transfer of private sector models to the public sector, the management of change in the public sector, and management reorganization and role change. In doing so they examine to what extent a New Public Management has emerged, and ask whether this is a parochial UK development or of wider international significance. This is a topical and important issue in management training, professional, and policy circles. Important analytic themes include: an analysis of the nature of the change process in the UK public services, characterization of quasi markets, the changing role of local Boards, and possible adaptation by professional groupings. The book also addresses the important and controversial question of accountability, and contributes to the development of a general theory of the New Public Management.
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Public Sector Restructuring
The Creation and Evolution of QuasiMarkets
A Process of Transformational Change?
Managers and Magistrates
From Rubber Stamp to StrategyMaker?
Professionals and the New Public Management
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accountability agenda analysis appointed argue Ashburner assessment autonomy behaviour Cadbury Report cent chair change process Chapter chief executive officer clinical directors clinical managers competition concept context contracts corporate criteria culture decision-making district health authority effective élite emerging evidence example family health services Ferlie GP fundholders grant maintained grant maintained schools groups headteachers health care health services authority hospitals hybrid impact implementation important increased individual influence initiatives issues local education authority managerial ment NHS trusts non-executive directors NPM Model operational organizational change organizational forms patients Pettigrew political pressure private sector boards profes professional providers public management public sector organizations public services purchasing organizations quasi-market question reforms relation relationships represent responsibility restructuring schools sector models seen senior management shift significant social strategic change strategic management structure suggests themes theory tion top–down transformational change Whilst