Public Management and Administration - Owen E.hughes

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Preface vii with management being shown as a wider, more comprehensive activity than administration. The second part (Chapters 4–6) considers the changing role of government, a change that is, to a large degree, behind the change in management. This includes discussion of the greatly reduced role of public enterprise and of models of public policy making for government. The third section (Chapters 7–12) sets out in more detail specific aspects of public management – strategic planning and management, personnel and performance management, financial management and managing external constituencies, as well as management in developing countries. Chapter 13 considers the important issue of accountability and how it may have been affected by the reforms, while Chapter 14 looks at some of the criticisms of the new approach as a whole, where individual earlier chapters consider some of the problems with that particular aspect. In looking at public administration there is a well-established and recognized model with a long history and an extensive literature. Public management, particularly new public management, has now developed its own literature. There are quite extensive critiques of, in particular, the new public management, some of which make interesting points while others are clearly written by adherents to the old-style public administration, trained in its precepts, who are unwilling or unable to see anything positive in the changes. There have been extensive debates as to whether or not there is a new paradigm, or even an old one, whether or not there is a global movement of public sector reform, and even whether or not anything has changed at all. The argument here is that there has been a major change and that this deserves the appellation of paradigm. Anyone working in public services can see that something has happened. Public management is different from traditional public administration and has been adopted widely. Regardless of critiques it is here and here to stay. There are likely to be problems of accountability, morale and ethics in the adoption of public management and it is possible some managerial changes will result in little, if any, benefit. There is, however, no reason to assume that the managerial programme will be dropped and the traditional model adopted again. There is a major theoretical shift under way affecting the public sector and the public services, which also has substantial impacts on the relationship between government, bureaucracy and citizens. As the reform programme progresses in different countries it appears more evident that the days in which formal bureaucracy and the traditional model of administration characterized government management are rapidly passing. There are a number of people to thank. First of all I wish to thank my publisher Steven Kennedy, of Palgrave Macmillan, who was willing ten years ago to take a punt on an author from the other side of the world. Sales have been far greater than either of us expected. I also wish to thank others who have assisted me in some way with this book and its predecessors although it should be added that the arguments are mine. In the US, these include: Peter deLeon and Linda deLeon at the University of Colorado, and those I have met through
viii Preface the Colorado link such as Mark Emmert and Robert Denhardt, also Delmer Dunn from Georgia and Colin Campbell, then at Georgetown, now at Vancouver. In Europe Christoph Reichard of the University of Potsdam, Neil Carter at York, Gordon Clark at Oxford, Ignacio Criado from Complutense University in Madrid, as well as colleagues at Monash, notably Gill Palmer, Deirdre O’Neill, Linda McGuire and Julian Teicher. I must also mention Colin Reaney and Karee Dahl from Singapore, whose house in France I used while writing the first edition. Most of all I wish to thank Cathy Woodward and our two girls Caitlin and Sophie, now aged six and three. Melbourne, 2002 OWEN E. HUGHES
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5 Public Enterprise Introduction Pu
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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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13 Accountability Introduction The
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14 Conclusion: A New Paradigm for P
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284 References Borins, Sandford (19
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286 References Glor, Eleanor D. (20
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288 References Jordan, Grant (1997)
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290 References Monroe, Kristen Renw
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292 References Putt, Allen C. and S
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294 References Wilson, Graham K. (1
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296 Index bureaucracy 1-5, 9, 15-43
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298 Index information and communica
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300 Index ‘one best way’ thinki
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302 Index Ritter, G. 85, 86 role of
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