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.)

Hostil mundo novo

    Você já passou por isso. Nas últimas semanas, tenho sido torturado por computadores que ligam e desligam sozinhos, mouses travados, “reiniciações” lentas e outras deliciosas avarias. Ligo para o técnico e ele me instrui a ligar e desligar este ou aquele botão da torre, “usar o aplicativo” ou ficar de quatro, meter-me debaixo da mesa e desplugar tudo da parede, esperar cinco minutos e plugar de novo. Naturalmente, não dá certo.

    Nem pode dar. Em jovem, sobrevivi aos zeros em matemática, física, estatística e outras ciências do diabo, e me concentrei apenas no que me interessava: português, história e línguas. Desde então, passei a vida profissional a bordo de um único veículo – a palavra. Com ela, tenho me virado em jornais, revistas, editoras de livros, rádios, TVs, auditórios, salas de aula e outros cenários onde a palavra seja chamada a dirimir dúvidas ou dinamitar certezas.

    De repente, várias eras geológicas depois, em idade de não querer aprender mais nada, a tecnologia exige que eu me torne engenheiro eletrônico.

    Cada vez mais funções dispensam o papel, a ida pessoal ao banco ou a conversa “presencial”. Para reinstalar a internet no computador, tenho de ligar um cabo enfiado na televisão. Desbloquear um cartão de crédito exige saber extrair uma raiz quadrada. A vida agora é online e cabe no bolso, mas, diante daquele inferno de teclas, plugues e botões sem sentido, pode-se perder tudo se digitar algo errado.

    A tecnologia tornou o mundo hostil para os que não conseguem acompanhá-la. É verdade que ela não pode parar por causa de meia dúzia de macróbios incapazes de se atualizar. Acontece que, nós, os macróbios, não somos meia dúzia. Somos milhões e, graças à ciência e a nós mesmos, estamos ameaçados de viver até os cem anos. Pois, se for para chegar lá, que seja para continuar usando algo mais nobre do que apenas os polegares.

(Ruy Castro. Folha de S. Paulo. Disponível em: https://www1.folha.uol.com.br/colunas/ruycastro/ 2018/10/ hostil-mundo-novo.shtml. Publicado em 28.10.2018)