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The New Public Management in Action$
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Ewan Ferlie, Lynn Ashburner, Louise Fitzgerald, and Andrew Pettigrew

Print publication date: 1996

Print ISBN-13: 9780198289029

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198289029.001.0001

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Characterizing the ‘New Public Management’

Characterizing the ‘New Public Management’

Chapter:
(p.1) 1 Characterizing the ‘New Public Management’
Source:
The New Public Management in Action
Author(s):

EWAN FERLIE

LYNN ASHBURNER

LOUISE FITZGERALD

ANDREW PETTIGREW

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198289029.003.0001

With the rise of new organizational forms, roles, and cultures in the 1980s, something had to be done about the management and organization of the UK public services, particularly on issues regarding due process, equity, probity, and accountability. This chapter introduces the ‘New Public Management’ while explaining how public sector settings are essential in analysing organizations. By providing an overview of the theoretical and substantial context of the changes in the structure and management of the public sector, this chapter is able to discuss how shifting managerial ideologies affects the actual managerial processes. It also explains four different models of New Public Management and analyses these from an Anglo-Saxon and a generally European viewpoint.

Keywords:   New Public Management, public sector, organizational forms, management, UK public services

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