As it is used here, the “New Public Management” re-
fers to a cluster of ideas and practices (including reinven-
tion and neomanagerialism) that seek, at their core, to use
private-sector and business approaches in the public sec-
tor. While there have long been calls to “run government
like a business,” the contemporary version of this debate
in this country was sparked in the 1990s by President
Clinton’s and Vice President Gore’s initiative to “make
government work better and cost less.” Modeled after con-
cepts and ideas promoted in Osborne and Gaebler’s 1992
book Reinventing Government (as well as managerialist
efforts in a variety of other countries, especially Great Brit-
ain and New Zealand), the Clinton administration cham-
pioned a variety of reforms and projects under the mantle
of the National Performance Review. In part, what has dis-
tinguished these reforms and similar efforts at the state
and local level, from older versions of the run-government-
like-a-business movement is that they involve more than
just using the techniques of business. Rather, the New Pub-
lic Management has become a normative model, one sig-
naling a profound shift in how we think about the role of
public administrators, the nature of the profession, and how
and why we do what we do.
As it is used here, the “New Public Management” re-fers to a cluster of ideas and practices (including reinven-tion and neomanagerialism) that seek, at their core, to useprivate-sector and business approaches in the public sec-tor. While there have long been calls to “run governmentlike a business,” the contemporary version of this debatein this country was sparked in the 1990s by PresidentClinton’s and Vice President Gore’s initiative to “makegovernment work better and cost less.” Modeled after con-cepts and ideas promoted in Osborne and Gaebler’s 1992book Reinventing Government (as well as managerialistefforts in a variety of other countries, especially Great Brit-ain and New Zealand), the Clinton administration cham-pioned a variety of reforms and projects under the mantleof the National Performance Review. In part, what has dis-tinguished these reforms and similar efforts at the stateand local level, from older versions of the run-government-like-a-business movement is that they involve more thanjust using the techniques of business. Rather, the New Pub-lic Management has become a normative model, one sig-naling a profound shift in how we think about the role ofpublic administrators, the nature of the profession, and howand why we do what we do.
การแปล กรุณารอสักครู่..