Public Management and Administration - Owen E.hughes

300 Index
‘one best way’ thinking 1–2, 5, 28, 32–4, 66,
262
organizational behaviour 36–9
Osborne, D. and Gaebler, T. 3, 4, 67, 138, 154,
162, 187, 257, 271
Ostrom, V. 3, 21, 41, 61, 259–60, 262, 281
Ott, J., Hyde, A. and Shafritz, J. 8
paradigm 1–4, 45, 114, 155, 256–82
change 1–4, 45, 256–82
competition 263–4
defined 258
Parsons, W. 114
patronage appointments 18, 20, 24
Patton, C. and Sawicki, D. 119–22, 124
Pendleton Act 20
performance appraisal 55, 157–8, 161–3
performance auditing 174
performance budgets 173–8, 180
performance contracts 57
performance indicators 54–5, 157–62, 164,
173, 268
criticisms of 161–2
performance management 3, 37–8, 45–7,
149–52, 154, 157–62, 271
in managerial model 157–62
in traditional model 3, 149–52, 157
performance measurement 5, 37–8, 62, 65, 76,
151–2, 154, 162
performance pay 13, 153, 161
personal administration 18, 19, 22–3
personnel management 46–7, 51, 54, 57–8, 62,
149–57, 160–4
advantages of traditional model 151
problems of traditional model 151–2
reforms 152–57, 160–4
Peters, B. 32, 33, 56, 160, 185, 234, 251, 252
Peters, T. and Waterman, R. 4
planning evolution stages 133–6
budgeting and financial control 133, 136
business strategic planning 133, 134
corporate strategic planning 133, 136
long-range planning 133, 136
strategic management 133, 135–6
pluralism 213–3
Poland 275
policy analysis 61, 113–31
empirical methods 117–18
inductive social science 125
limitations 122–6
scientific model 125–6
see also public policy
policy communities 209–12
policy instruments 267–8
policy process models 119–22
political control 24–6, 32–3, 43, 58
political nature of public service 236–7
political public policy 113, 127–30
politicization 58, 66–7, 216, 234
politics/administration dichotomy 1, 25–7,
31–3, 43, 222, 236–7, 244–6, 254–5
politics separated from administration 1, 25–7,
31, 43, 58, 60, 66–7, 222, 236–7, 244–6,
254–5
a myth 32–3, 43, 254–5
Pollitt, C. 3, 4, 7, 29, 30, 49, 53, 63–66, 163,
257, 266–70
Pollitt C. and Bouckaert, G. 3, 50, 154, 160,
178, 253, 257, 260, 265, 270, 279
Popper, K. 125
Porter, M. 14
Portugal 188
‘POSDCORB’ 30–3
position of the official 23–4
post-bureaucratic paradigm 4, 155
pressure groups see interest groups
Price, C. 232
principal/agent theory 12–13, 108, 237–40,
251
Prins, C. 188
private management 12–14, 45, 48, 61–2,
75–6, 108–10, 237–40
accountability 12–13, 108–10, 237–40
idealised view 238–40
private sector 13–14, 38–9, 45, 57–8, 71–5,
133–6, 154, 185–6, 237–40
and technology 185–6
need for public sector 72–5
privatization 5, 9, 15, 44, 57, 59, 72, 81–3,
94–107, 225, 227, 232, 239–40
and accountability 239–40
definition 100
economic arguments for 101–5
ideological arguments for 106–7
in developing countries 225, 227, 232
in UK 9, 72, 94–103
management arguments for 105–6
production 81–2
programme budgeting 54, 64, 172–3, 176–8
advantages 172
criticisms of programme budgeting
176–8
promotion by seniority 13, 35–6, 38,
151–2
Pross, P. 48, 208–12, 216
provision 81, 88