New Public Management Model

        The new public management model, which emerged in the 1980s, represented an attempt to make the public sector more business-like as well as to improve the efficiency of the Government, borrowed ideas and management models from the private sector. It emphasized the centrality of citizens who were the recipient of the services or customers to the public sector.

        New public management system also proposed a more decentralized control of resources. It explored other service delivery models so as to achieve better results, including a quasi-market structure where public and private service providers competed with each other in an attempt to provide better and faster services.

        The Core Themes for the New Public Management were:

1. A strong focus on financial control, value for money and increasing public sector efficiency;

2. A command and control mode of functioning, identifying and setting targets and continuous monitoring of public sector performance;

3. Introducing audits and controls at professional level, using transparent means to review public worker performance, setting benchmarks, using protocols to ameliorate public sector worker professional behaviour;

4. Greater customer orientation and responsiveness and increasing the scope of roles played by non-public sector providers;

5. Deregulating the labor market, replacing collective agreements to individual rewards packages combined with short term contracts;

6. Introducing new forms of corporate governance, introducing a board model of functioning and concentrating the power to the strategic core of the organization.

(www.managementstudyguide.com/new-public-management.htm. Adaptado.)

New Public Management Model

        The new public management model, which emerged in the 1980s, represented an attempt to make the public sector more business-like as well as to improve the efficiency of the Government, borrowed ideas and management models from the private sector. It emphasized the centrality of citizens who were the recipient of the services or customers to the public sector.

        New public management system also proposed a more decentralized control of resources. It explored other service delivery models so as to achieve better results, including a quasi-market structure where public and private service providers competed with each other in an attempt to provide better and faster services.

        The Core Themes for the New Public Management were:

1. A strong focus on financial control, value for money and increasing public sector efficiency;

2. A command and control mode of functioning, identifying and setting targets and continuous monitoring of public sector performance;

3. Introducing audits and controls at professional level, using transparent means to review public worker performance, setting benchmarks, using protocols to ameliorate public sector worker professional behaviour;

4. Greater customer orientation and responsiveness and increasing the scope of roles played by non-public sector providers;

5. Deregulating the labor market, replacing collective agreements to individual rewards packages combined with short term contracts;

6. Introducing new forms of corporate governance, introducing a board model of functioning and concentrating the power to the strategic core of the organization.

(www.managementstudyguide.com/new-public-management.htm. Adaptado.)

New Public Management Model

        The new public management model, which emerged in the 1980s, represented an attempt to make the public sector more business-like as well as to improve the efficiency of the Government, borrowed ideas and management models from the private sector. It emphasized the centrality of citizens who were the recipient of the services or customers to the public sector.

        New public management system also proposed a more decentralized control of resources. It explored other service delivery models so as to achieve better results, including a quasi-market structure where public and private service providers competed with each other in an attempt to provide better and faster services.

        The Core Themes for the New Public Management were:

1. A strong focus on financial control, value for money and increasing public sector efficiency;

2. A command and control mode of functioning, identifying and setting targets and continuous monitoring of public sector performance;

3. Introducing audits and controls at professional level, using transparent means to review public worker performance, setting benchmarks, using protocols to ameliorate public sector worker professional behaviour;

4. Greater customer orientation and responsiveness and increasing the scope of roles played by non-public sector providers;

5. Deregulating the labor market, replacing collective agreements to individual rewards packages combined with short term contracts;

6. Introducing new forms of corporate governance, introducing a board model of functioning and concentrating the power to the strategic core of the organization.

(www.managementstudyguide.com/new-public-management.htm. Adaptado.)

New Public Management Model

        The new public management model, which emerged in the 1980s, represented an attempt to make the public sector more business-like as well as to improve the efficiency of the Government, borrowed ideas and management models from the private sector. It emphasized the centrality of citizens who were the recipient of the services or customers to the public sector.

        New public management system also proposed a more decentralized control of resources. It explored other service delivery models so as to achieve better results, including a quasi-market structure where public and private service providers competed with each other in an attempt to provide better and faster services.

        The Core Themes for the New Public Management were:

1. A strong focus on financial control, value for money and increasing public sector efficiency;

2. A command and control mode of functioning, identifying and setting targets and continuous monitoring of public sector performance;

3. Introducing audits and controls at professional level, using transparent means to review public worker performance, setting benchmarks, using protocols to ameliorate public sector worker professional behaviour;

4. Greater customer orientation and responsiveness and increasing the scope of roles played by non-public sector providers;

5. Deregulating the labor market, replacing collective agreements to individual rewards packages combined with short term contracts;

6. Introducing new forms of corporate governance, introducing a board model of functioning and concentrating the power to the strategic core of the organization.

(www.managementstudyguide.com/new-public-management.htm. Adaptado.)