Public Management Reform and Administrative Law in Local Public Service in the Uk

2003 ◽  
Vol 69 (1) ◽  
pp. 69-82 ◽  
Author(s):  
John McEldowney
Keyword(s):  
Public Service ◽  
Public Management ◽  
Administrative Law ◽  
Management Reform ◽  
The Uk

scholarly journals Exploring 30 years of UK public services management reform – the case of health care

2017 ◽  
Vol 30 (6-7) ◽  
pp. 615-625 ◽  
Author(s):  
Ewan Ferlie
Keyword(s):  
Health Care ◽  
Public Management ◽  
Network Governance ◽  
Health Care Sector ◽  
Policy Reforms ◽  
Content Type ◽  
Management Reform ◽  
Big Picture ◽  
The Uk ◽  
Management Scholarship

Purpose The purpose of this paper is to offer a personal interpretation of the nature and impact of alternative narratives of public management reform evident in the UK since the 1980s. These reforms are examined through the prism of alternative bodies of public management scholarship. They are applied to the specific case of the health care sector as a concrete focus. Design/methodology/approach The study is a personal overview of various streams of policy reforms in the UK health care sector and associated public management scholarship. This is an interpretive essay. Findings The new of public management remains the dominant reform, narrative and highly embedded, even if dysfunctionally so. Network governance reforms have had some enduring influence. Digital era governance has so far had only weak influence. A reprofessionlisation counter narrative shows variable and oscillating influence. Originality/value The study contributes to a developing narrative-based stream in public management scholarship. It also provides a “big picture” assessment of reforming in the UK health care sector since the 1980s.

Citizens, Charters and Public Service Reform in France and Britain

2000 ◽  
Vol 35 (2) ◽  
pp. 152-169 ◽  
Author(s):  
David Clark
Keyword(s):  
Public Service ◽  
Public Management ◽  
The State ◽  
Management Reform ◽  
Similarities And Differences ◽  
Country Specific

THIS ARTICLE EXAMINES THE PATTERN OF SIMILARITIES AND differences in Britain and France with regard to public service charterism: that strand of recent public service reform designed to reconstruct relations between the state and the citizen on the basis of new or revitalized principles of public service, epitomized by the Citizen's Charter (1991) in Britain and the Charte des Services Publics (1992) in France. Despite the appearance of increasing convergence in the rhetoric of public management reform in the two countries during the 1990s, especially during the incumbency of centre-left governments in the latter part of the decade, there is evidence of continuing divergence in the philosophy and practice of public service charterism. This article argues that variation is a function of the existence of country-specific public service regimes, embodying different ideals of citizenship, which have shaped the emergence and implementation of charter policy in Britain and France.

scholarly journals Boa administração: um direito fundamental a ser efetivado em prol de uma gestão pública eficiente

2018 ◽  
Vol 277 (3) ◽  
pp. 105
Author(s):  
Salomão Ismail Filho
Keyword(s):  
Public Service ◽  
Constitutional Law ◽  
Public Management ◽  
Good Governance ◽  
Human Person ◽  
Administrative Law ◽  
The State ◽  
The Public ◽  
Definition Of ◽  
Right To Good Administration

<p>Good administration: fundamental right to be implemented in favor of efficient public management</p><p> </p><p>O direito administrativo moderno encontra-se intrinsecamente relacionado com o direito constitucional. Uma consequência de tal relação é o direito fundamental a uma boa administração. O conceito de boa governança, de caráter mais amplo e multidisciplinar, e o princípio da eficiência auxiliam na definição daquilo que seja uma boa administração no serviço público. É dever do gestor público/decisor político atender aos objetivos fundamentais da Constituição por meio de uma administração que concilie os custos orçamentários com os interesses e necessidades do administrado, ou seja, a pessoa humana, razão de ser do Estado.</p><p> </p><p>Modern administrative law is intrinsically related to constitutional law. One consequence would be the so-called fundamental right to good administration. The concept of good governance, broader and multidisciplinary, and the principle of efficiency help in the definition of what good administration is in the public service. The public and political manager has the duty to comply the fundamental objectives of Constitution through a management that reconciles the budget costs with interests and needs of the administered, that is, the human person, reason for existence of the State.</p>

Hierarchies and Holdings

2014 ◽  
pp. 342-376 ◽  
Author(s):  
Teresa Carla Oliveira ◽  
Stuart Holland ◽  
João Fontes da Costa ◽  
Francisco Edinaldo Lira de Carvalho
Keyword(s):  
Public Service ◽  
Health Professionals ◽  
Public Management ◽  
New Public Management ◽  
Professional Associations ◽  
Teaching Hospitals ◽  
Holding Companies ◽  
Relative Autonomy ◽  
Administrative Costs ◽  
The Uk

This chapter proposes that key features of New Public Management (NPM) in complex public service organisations, such as teaching hospitals, are less new than a reversal to Weberian hierarchy, Fordist concern with throughput rather than quality, Taylorist standardised performance criteria, and Foucauldian surveillance. While this judgement is severe, it illustrates that such management models combined with market or quasi-market criteria have been dysfunctional in the UK in near trebling administrative costs, demotivating health professionals, and in the view of their professional associations, risk destroying the principles of a national health service. It proposes that those concerned to counter this could draw on more plural modes of management in public sector institutions such as holding companies as a model for reforms in hospital organisation, which could enable a degree of relative autonomy for individual services and units similar to that typical of small- to medium-sized firms. It distinguishes organisational logic as the basis for economic efficiency from operational logic as the basis for social efficiency in terms of psychological wellbeing of both health professionals and patients. It submits that doctors as managers of staff in different services and units need relative autonomy for effective implementation of Human Resource Management (HRM) practices at operational levels to be able to enhance purposeful engagement and vocational commitment to health as public service as well to enable psychological contracting into change. Informed by a case study within a socio-cognitive approach in a major European teaching hospital, it then draws implications concerning the merits of a holding company model for hospital organisation.

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