New public management, which way?

Résumé du document

Through a metaphorical use of language, this statement highlights the shift from the traditional model of public administration's model of bureaucracy (an organization typified by formal processes, standardization, and hierarchic procedures and written communication) to the New Public Management, whose basis is lessening differences between the public and the private sector. I will define these terms more precisely throughout the essay. Before I discuss the merit of this statement, I will make clear the basis for my judgment. As a French student, I will especially draw upon the recent French reforms which showed a number of marked shifts in the direction of New Public Management. Here I will define terms and explain the significance of the statement. First, I will explain why the traditional model of public administration is being criticized for the bureaucratic system it requires.

Extraits

[...] New Public Management, which way? of the criticisms of the traditional model of public administration, with bureaucracy at its core, is that the signposts become more important than the destination. New Public Management suggests that we are moving into a post-bureaucratic era but it can be argued that one of the outcomes is that the signposts are being taken down and nobody is quite sure anymore in which direction they are heading.” Through a metaphorical use of language, this statement highlights the shift from the traditional model of public administration's model of bureaucracy (an organisation typified by formal processes, standardisation, and hierarchic procedures and written communication) to the New Public Management, whom basis is lessening differences between the public and the private sector. [...]

[...] The statement reflects the shift in public administration which has occurred since the 1980s. But, even if the criticisms it highlights can be justified, a closer analysis reveals that they are not deeply rooted. On the contrary, there is no need to replace bureaucracy as it is not as bad an organisation as it seems to be. However, New Public Management reforms, as far as they put the emphasis on a greater element of accountability in terms of results, do not wander aimlessly. [...]

[...] The administration is thus under the formal control of the political leadership. As the public servants do not contribute to policy but merely administer these policies decided by the politicians, a strict model of bureaucracy is required. The statement goes as far as claiming that bureaucracy is at the core of the traditional model of public administration. According to Wriston (1980: 179), a bureaucracy can best be described as a special kind of organisation, one which “signposts” are its hierarchical relationships, its attempt to prescribe all action and authority through written rules and regulations, its relative isolation from outside evaluation and its attempt to divide work, based on specialisation and technical competence. [...]

[...] Christensen, T. & Laegreid, P. (eds.) (2003), New Public Management The transformation of ideas and practice, Aldershot (England): Ashgate. David Edwards, J., ‘Managerial influences in public administration', University of Tennessee at Chattanooga, http://www.utc.edu/Academic/MPA/managerialism.htm. Greenwood, J. & Wilson, D. (1989), Public administration in Britain today, 2nd edn, London: Unwin Hyman Ltd. Guyomarch, A. (1999), ‘Public service, Public management and the modernization of French public administration', Public administration, Vol no pp.171-193. Hood, C. [...]

[...] On the one hand, the motivations for the shift towards New Public Management are political as well as economic. On the other hand, the central New Public Management ideas transformed when facing different national contexts. For instance, whereas doctrines of for performance” took a strong hold in countries such as Sweden, Denmark, New Zealand and the UK, there was no equivalent movement in France where for performance” conflicts with the Basic law doctrine of equality of pay across particular grades in the public service. [...]