TOPIC 3 : NEW PUBLIC MANAGEMENT (NPM)

Introduction to NPM Characteristics/Elements Comparison between Bureaucratic

model (BM) & NPM

.
MANTRA ·
Aimed at improving efficiency Hood (1995) Pollitt (2003) Hughes (2003)
:
public sector ,
, ↑

f Zu Y
and performance in the
delivery of services .
1 change in management's focus from inputs

major emphases/values Actors Strategies

and
·
ensuring the effectiveness and efficiency and processes to output cresult) & outcomes core objectives

↳ focu from
ending BM : rational & efficient organizational BM : hierarchical control , clear lines BM : Public bureaucracy
in public services I
delivery
. beginning to
.

NPM ideology
2)
change towards measurement and model for the pursuit of goals
. of responsibility , accountability ,
hierarchies

·
existing structures and policies of the government quantification .
PM : Enhance
efficiency & quality in continuity
, probity ·
M :
Markets and

are primary causes of inefficiency & poor performance . 3) Restructuring public sector .
NM :
Downsize government , contract ,
incentives
.

·
It claims that changing the structure of governmental ↳ downsizing public sector through regulation and competition , flexibility
.

agencies alone will not fix the government's problems Privatization & Commercialization

since they are so widespread and complex. 4) Preference :

more specialized ,
I can & Advantages of NPM

·
Hence , a number of drastic reforms and market-based flat autonomous organizational forms 1) Promotes individualism

5) substitution of ↳ leads
fixes are provided by PM proponents ,
formal hierarchical to efficiency & effectiveness in
delivery of good & services
-

example :
relationship to contracts and contract -
2) New public management
>
-
downsizing the public sector through privatization & like relationship improves product delivery

deregulation. b) shift to greater competition in public 3) Makes bureaucratic system to be more efficient and cost benefit .

>
-
enhanced role of private sector sector . 4)
Improves structures of public sector

> introduction
-
of private management principles 7) Empharis on private sector-style ↳ reducing the cost &
spending
.

into the public sector .

management & flexibility ,
cost recovery
So
·
, NPM advocates maximising the role of the private sector and entrepreneurship
. Disadvantages of NPM

in governance and service delivery since it views the 'market ·) shift towards a management culture 1) Blurred lines between policymaking & providing services

as a remedy for an expansive and inefficient governmental sector .

↳
customer orientation I due to regulation can be .
bend

Three integrating themes of NPM (Dunleavy et al . (2006) ↳ accountability for results -

2) Questions have been raised about

~ ↓ -
> ↳ potential politicization of the
public service
↳ executives
Disaggregation competition incentivization are hired on contract under pay-for-performance systems
·

splitting up large
·
purchaser -
provider split ·
linking incentives to 3) will be a challenge for citizen to effectively choose the appropriate government services they need .

Provider public servant

:

public sector ·
competition among performance. H) There are concerns that public managers more away from trying to meet citizens' needs & limitations

hierarchies . providers ↳ 'money reward' on accountability to the public .

↳ task will be divided ↳

bagus 5) Question integrity for
orang Kerja nya & compliance when dealing with incentives public managers .

↳ award
less responsibility , diberk e .

: managers being more

g or less faithful arise.

increase performance.
6)
Public interest is at risk & could undermine the trust in government·

"Government must be accountable larger public interest , not individual immediate

to the
only to

customers or consumers of government services .

 Public Sector Reformation

Introduction to New (NPS)

Public Service Characteristics of New Public Service CNPS] 4) Serve citizens ,
not customers.

·
The NPS approach' is a concept that describes how According to Denhardt et. al (2000) and Kusnadar (2019) -

Instead of the accumulation of individual self-interests , the public interest comes from a

administered & provided 1) serve , rather than steer

discussion about shared values
public services are ·

·
This
strategy places strong emphasis working Instead of trying Consequently
-

a on to dominate or reshape society , public -

,
rather than just attending to the needs of their 'customers' , public servants

together , getting involved and using technology to servants are playing a more and more crucial role concentrate on
building relationships of trust and collaboration to and
among citizens ..

increase productivity transparency

,
and citizen satisfaction- in assisting citizens in expressing and achieving their 5) Accountability is not simple .

·
Traditionally
, Public Services been provided by common interests-

hierarchical , bureaucratic structures that prioritize rules 2) The public interest is the aim , not the by-product
and regulations over and innovation.
flexibility Building collective
-

common
a ,
understanding of the public

·
There has been realization in recent yearss public interest
an
increasing interest of the is a
responsibility of

that this traditional method is insufficient to meet the public administrators.

needs of 21st-century citizens
. -
The goal is not to achieve quick solutions driven by

. Rather ,
individual choices it is the creation of shared

interests and shared responsibility

.

3) Think strategically act democratically

.
,

The most efficient and ethical ways to develop policies

and programs that address public needs are through

teamwork and cooperative methods

.

&