Outcome-Oriented Public Management
A Responsibility-Based Approach to the New Public Management
Kuno Schedler, University of St. Gallen
A volume in the series: Research in Public Management. Editor(s): Lawrence R. Jones, Naval Postgraduate School.
After the New Public Management had evolved in English speaking countries, it became a role model for the reform of public administration all throughout the world. Although there were obvious similarities in terminology used in different countries, the model was usually adapted to the cultural and political context in which it had to be embedded. This also resulted in significant conceptual differences, so that nowadays, there is no one single NPM in the world.
In contrast to the original NPM model, this version puts emphasis on responsibility rather than accountability of public managers; it is strictly focused on the outcomes of public services rather than the output level; and it is grounded on the Rechtsstaat tradition of Continental European countries. Thus, the label that has been used in German ever since, Wirkungsorientierte Verwaltungsführung, is consequently translated into 'outcome-oriented public management' (OPM).
This book is an English version of a German classic teaching book. In its original form, it was first published in 2000 and constantly revised according to latest developments in practice. Currently, it's 4th edition is selling in German speaking countries. Written for students and practitioners in public administration, the book describes the OPM model and its roots, and it discusses benefits and drawbacks of this model in practice. It is a perfect introduction into the new thinking of outcome orientation in the public sector.
Preface. PART I: INTRODUCTION AND FUNDAMENTALS. 1 Public Administration and Outcome-Oriented Public Management.2 Theoretical Foundations and Fundamental Premises of NPM. PART II: STRATEGIC ELEMENTS IN THE CONCEPT OF NPM. 3 The Strategy of NPM. PART III: STRUCTURAL AND PROCESSUAL ELEMENTS IN THE CONCEPT OF OPM. 4 The Decentralisation of the Management and Organisation Structure. 5 Organisation from the Points of View of Customers and Quality. 6 Outcome-Oriented Control through Performance Agreements. 7 The Reinforcement of Leadership Responsibility through One-Line Budgets and Management. 8 Competition and Market Mechanisms. 9 The Relationship between OPM and the Law. PART IV: CAPACITIES—THE RESOURCES OF OPM. 10 Human Resources Capacity. 11 Technical Capacity: Information Technology. PART V: CULTURAL ASPECTS IN THE CONCEPT OF OPM. 12 The Administrative Culture of OPM. PART VI: REFLECTIONS ON THE MODEL. 13 The Model of Outcome-Oriented Public Management under Scrutiny. English–German Glossary. References.
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