Public Management and Administration - Owen E.hughes

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new public management model; and (iii) the new contractual model. There are some problems with this view. Despite the attractions of regarding the new contractualism as a new kind of public sector management altogether, it is really a more extreme version of managerialism or new public management. The resort to contracts for much government activity is part of the public management model and the attempt to reduce the scope of the public sector is similarly part of the model. The real difference is between bureaucracy and markets, between command and choice, and this shift takes place with the advent of the new managerial model. Following Ostrom (1974) the major shift is from bureaucratic organization to individualistic choice, so the big change is from bureaucracy to markets. Contractualism is best seen as part of public management. Public administration or public management in the academic senses will remain interesting areas of discourse for the foreseeable future. There is need for more research in all areas of public management, as Barzelay argues (2001). Government is still different enough from the private sector to require its own way of managing, its own journals and books, its own academic specializations. Conclusion Conclusion 281 At this point the aims of the book should be reiterated. The basic idea was to compare the traditional model of public administration with the form of management that has arisen from the public management reforms. It has been argued that the traditional model had so many weaknesses that it no longer deserves to be the model describing and prescribing the relationship between governments, the public services and the public. The administrative paradigm is in its terminal stages and is unlikely to be revived. Administration, as a system of production, has outlived its usefulness. There is a new paradigm of public management that puts forward a different relationship between governments, the public service and the public. In recent years, there have been changes in the public sector; there have been reforms of an unprecedented kind. For a variety of reasons, the traditional model of public administration has been replaced by a new model of public management. The change to new public management involves much more than mere public service reform. It means changes to the ways that public services operate, changes to the scope of governmental activity, changes to time-honoured processes of accountability and changes to the academic study of the public sector. The main change is one of theory, sufficient, it is argued, to constitute a new paradigm. The process of managerial reform is not yet complete; the wider effects of it on, not only the public sector, but the entire political system, still has some distance to travel. The ideas are well grounded in theory and have attracted the support of the governments in most developed countries. The changes wrought by new public management are now probably irreversible.
282 Public Management and Administration What we have seen over the course of the twentieth century is a contest between bureaucracy and markets within the field of public administration. At certain points in time, one is dominant, at other times, the other. Since the early 1980s markets have dominated in the intellectual sense in the same way that bureaucracy did in the 1950s and 1960s. One could go further and say that in reality markets and bureaucracy actually need each other to survive. Markets can never totally replace bureaucracy as, indeed, as a corollary, it was impossible for bureaucracy to replace markets in such countries as East Germany before 1989. But what the public management movement has shown is that many of the functions of the early traditional bureaucracy can be, and now often are, performed by markets. And in an environment where bureaucracy as an organizing principle is in a weak position, market solutions will be tried. Of course not all will succeed, but that is not the point. Governments will try solutions from the public management toolbox and if they do not work they will look to the same source for something else to try. It is this above all else which exemplifies the paradigm shift this book is about.
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Public Management and Administratio
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Also by Owen E. Hughes AUSTRALIAN P
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© Owen E. Hughes 1994, 1998, 2003
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Preface Over the past 20 years the
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viii Preface the Colorado link such
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3 Public Management Introduction Th
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7 Strategic Management Introduction
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10 E-government Introduction In the
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11 Managing External Constituencies
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12 Public Management in Developing
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Page 293 and 294: 284 References Borins, Sandford (19
Page 295 and 296: 286 References Glor, Eleanor D. (20
Page 297 and 298: 288 References Jordan, Grant (1997)
Page 299 and 300: 290 References Monroe, Kristen Renw
Page 301 and 302: 292 References Putt, Allen C. and S
Page 303 and 304: 294 References Wilson, Graham K. (1
Page 305 and 306: 296 Index bureaucracy 1-5, 9, 15-43
Page 307 and 308: 298 Index information and communica
Page 309 and 310: 300 Index ‘one best way’ thinki
Page 311 and 312: 302 Index Ritter, G. 85, 86 role of
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