The Global Public Management Revolution

The Global Public Management Revolution

DONALD F. KETTL
Copyright Date: 2005
Edition: 2
Pages: 112
https://www.jstor.org/stable/10.7864/j.ctt1287bbg
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  • Book Info
    The Global Public Management Revolution
    Book Description:

    Over the last quarter century, governments around the world have launched ambitious efforts to reform how they manage their programs. Citizens have demanded smaller, cheaper, more effective governments. They have also asked for more programs and better services. To resolve this paradox, governments have experimented with scores of ideas to be more productive, improve performance, and reduce costs. In this new edition of The Global Public Management Revolution,Donald F. Kettl charts the basic models of reform that are being employed worldwide. Reviewing the standard strategies and tactics behind these reforms, Kettl identifies six common core ideas: the search for greater productivity; more public reliance on private markets; a stronger orientation toward service; more decentralization from national to subnational governments; increased capacity to devise and track public policy; and tactics to enhance accountability for results. Kettl predicts that reform and reinvention will likely become mantras for governments of all stripes. Ultimately, this strategy means coupling the reform impulse with governance -government's increasingly important relationship with civil society and the institutions that shape modern life.

    eISBN: 978-0-8157-9774-6
    Subjects: Political Science

Table of Contents

  1. Front Matter
    (pp. i-iv)
  2. Table of Contents
    (pp. v-vi)
  3. Preface
    (pp. vii-viii)
    Donald F. Kettl
  4. CHAPTER ONE Foundations of Reform
    (pp. 1-7)

    Since the 1980s, a remarkable movement to reform public management has swept the globe. In fact, the movement is global in two senses. First, it has spread around the world, from Mongolia, China, and India to Sweden, New Zealand, and the United States. Second, it has been sweeping in scope. Governments have pursued management reform to deliver better value for tax money and, more fundamentally, to reshape the relationship of the state with its citizens. Some nations, such as the United States, have been inveterate reformers, but virtually no part of the planet has escaped the impulse to reform.

    The...

  5. CHAPTER TWO Reform, Westminster Style
    (pp. 8-18)

    The transformation of governance has produced a reform movement as varied as the nations of the world. South Koreans have debated whether there is a distinct Asian cultural and political identity and whether such an identity would require reforms to be carefully tailored to the region. The Mexican government has launched a twin-edged movement to improve efficiency and reduce corruption. Finland has strengthened its management-by-results system. The Danes have launched a major initiative to rethink the capacity of their top-level government managers to deliver results. The Americans have “reinvented” their government, and the United Kingdom has launched multiple stages of...

  6. CHAPTER THREE Reform, American Style
    (pp. 19-40)

    American government came to the management reform movement much later than the Westminster governments. As government spending rose after World War II, government officials and their critics struggled with new puzzles. How could the nation ensure that government programs worked? How could programs be made both effective and accountable? In tackling those problems, two commissions headed by former president Herbert Hoover had an enormous impact on thinking about how government could best do its work. They also marked an important transition in that thinking. The first Hoover Commission concentrated on the structure of government, and the second Hoover Commission shifted...

  7. CHAPTER FOUR Strategies and Tactics
    (pp. 41-59)

    The global government reform movement has focused on two problems. One problem is policy, which has its roots in politics: What should government do? How much should it do? Can—or should—government be smaller? The policy questions revolve around values, and their resolution depends on the political process. The other problem is administration, which seeks to improve efficiency and effectiveness: How can government do what it does better? Can it do more with less and, in the process, improve citizens’ satisfaction? Resolving the administrative questions depends on improving the management process—especially the traditional bureaucratic exercise of authority.

    The global reform debate...

  8. CHAPTER FIVE Reform as Governance
    (pp. 60-76)

    The management reform movement has had a powerful effect on government action throughout the world as nations move into the twenty-first century. The level of activity—from New Zealand’s vigorous efforts to reshape the state to those of many developing countries to accelerate their own transformations—has simply been remarkable. Perhaps never before have so many governments tried to change so much so fast in such similar ways.

    Assessing whether those reforms have produced solid results is a different matter. Cynics have dismissed many of the reforms as nothing more than the latest fad. Indeed, the continual march of budgeting...

  9. CHAPTER SIX Governance for the Twenty-First Century
    (pp. 77-90)

    The reform of public management has become a centerpiece of governance in the twenty-first century. It has become so stylish that governments feel obliged to launch reforms, no matter how modest their own investment in the effort. Having launched reforms, they feel further obliged to trumpet their success, for no government can afford to admit that any important initiative is a failure—especially one devoted to transforming its own operations. And when a new government takes office, it finds itself under inescapable pressure to shrink costs, improve service, and deliver more programs to taxpayers.

    Predictably, such motivations have generated a...

  10. Notes
    (pp. 91-100)
  11. Index
    (pp. 101-108)
  12. Back Matter
    (pp. 109-109)