Building a profile of Missouri CSBG community action agencies: Capacities, coping strategies, and the new public management

2004 ◽  
Vol 15 (1) ◽  
pp. 71-93 ◽  
Author(s):  
Sheilah Watson Bishop
Keyword(s):  
Coping Strategies ◽  
Public Management ◽  
New Public Management ◽  
Community Action ◽  
New Public ◽  
Community Action Agencies

scholarly journals Changed Roles and Strategies of Professionals in the (co)Production of Public Services

2019 ◽  
Vol 9 (3) ◽  
pp. 59 ◽  
Author(s):  
van Gestel ◽  
Kuiper ◽  
Hendrikx
Keyword(s):  
Welfare State ◽  
Coping Strategies ◽  
Public Management ◽  
Public Services ◽  
New Public Management ◽  
Market Regulation ◽  
Public Governance ◽  
State Reform ◽  
New Public ◽  
Welfare State Reform

This paper investigates the changed roles and strategies of professionals in a context of hybrid welfare state reform. This context exposes public professionals to market regulation and rationalization (new public management), and simultaneously expects them to work across professional borders to co-produce public services together with their clients, colleagues and other stakeholders (new public governance). Adopting a comparative perspective, we studied different types of professionals for their views on the implications of this reform mix on their work. Hence, we investigate ‘strategy’ at the macro level of public sector reform and at the micro level of professionals’ responses. The study is based on literature and policy documents, participatory observations and especially (group) interviews with professionals across Dutch hospitals, secondary schools and local agencies for welfare, care or housing. We found that professionals across these sectors, despite their different backgrounds and status, meet highly similar challenges and tensions related to welfare state reform. Moreover, we show that these professionals are not simply passive ‘victims’ of the hybrid context of professionalism, but develop own coping strategies to deal with tensions between different reform principles. The study contributes to understanding new professional roles and coping strategies in welfare state reform, in a context of changing relationships between professions and society.

"Jedes starre Konzept ist schlecht und passt net' in diese Welt"

2007 ◽  
Vol 37 (148) ◽  
pp. 369-381 ◽  
Author(s):  
Wolfgang Ludwig-Mayerhofer ◽  
Ariadne Sondermann ◽  
Olaf Behrend
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Qualitative Interviews ◽  
Unemployed People ◽  
Staff Members ◽  
Public Employment Service ◽  
New Public ◽  
Recent Reform ◽  
The Unemployed ◽  
New Procedures

The recent reform of the Bundesagentur fijr Arbeit, Germany's Public Employment Service (PES), has introduced elements of New Public Management, including internal controlling and attempts at standardizing assessments ('profiling' of unemployed people) and procedures. Based on qualitative interviews with PES staff, we show that standardization and controlling are perceived as contradicting the 'case-oriented approach' used by PES staff in dealing with unemployed people. It is therefore not surprising that staff members use considerable discretion when (re-)assigning unemployed people to one of the categories pre-defined by PES headquarters. All in all, the new procedures lead to numerous contradictions, which often result in bewilderment and puzzlement on the part of the unemployed.

Organisation des Luzerner Forstdienstes – konsequente Entflechtung von hoheitlichen und betrieblichen Aufgaben | Organisation of the forestry services in Lucerne – differentiating between sovereign and management tasks

2001 ◽  
Vol 152 (11) ◽  
pp. 453-459 ◽  
Author(s):  
Georg Iselin ◽  
Albin Schmidhauser
Keyword(s):  
Forest Management ◽  
Public Management ◽  
New Public Management ◽  
Work Force ◽  
Forest Reserve ◽  
New Public ◽  
Forest Regions ◽  
Management Project ◽  
Forestry Services ◽  
The Individual

During the past ten years most cantonal forest services have undergone re-organisations. Lucerne's cantonal forest administration initiated a fundamentally new way of providing forestry services by differentiating between sovereign tasks and management tasks. By examining the individual steps of the process we demonstrate how starting with the mandate,goals were developed and implemented over several years. Product managers assumed responsibility for products, as defined in the New Public Management Project, on a cantonal-wide basis. Work within a matrix organisation has led to significant changes. Territorial responsibilities are increasingly assumed by district foresters, who have modern infrastructures at their disposal in the new forestry centres. The re-organisation has led to forest districts being re-drawn and to a reduction in the number of forest regions. To provide greater efficiency,state forest management has been consolidated into a single management unit. The new forest reserve plan removes almost half of the state forest from regular forest management,resulting in a reduction in the volume of work and in the work force. We show how effective the differentiation of sovereignty tasks and management tasks has been in coping with the effects of hurricane Lothar.

Public Entrepreneurship. Zur Unternehmerisierung der öffentlichen Verwaltung

2020 ◽  
Vol 14 (1-2021) ◽  
pp. 1-21
Author(s):  
Michael Vollstädt
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Öffentliche Verwaltung ◽  
New Public ◽  
Public Entrepreneurship

Die Entwicklung der öffentlichen Verwaltung in Richtung eines effizienten und effektiv geführten Unternehmens ist seit dem Aufkommen des New Public Management (NPM) ein zentrales Thema von Verwaltungsreformen. Nicht selten tritt die damit eihergehende Ökonomisierung der Verwaltung dabei in Konflikt mit den bürokratischen Strukturen und dem Amtsethos der Angestellten. Bei aller Kritik und Diskussion um diese Tendenz zur Unternehmerisierung bleibt jedoch die Frage, was unter dieser Unternehmerisierung zu verstehen sei, meist latent. Das Ziel dieses Beitrages besteht darin, genauer zu eruieren, welche Vorstellung von Unternehmerisierung in den Diskursen des NPM im Zentrum steht, und ein alternatives Verständnis für die öffentliche Verwaltung zu entwickeln. Dafür bedient sich der hiesige Beitrag Ansätzen der Entrepreneurship-Forschung, um eine inhaltliche Anreicherung der Diskussion zu befördern. Damit soll ein Wandel von einer manageriellen hin zu einer unternehmerischen Sicht der Verwaltung skizziert werden, der anschlussfähig ist für die aktuellen Diskussionen um eine innovative und agile Verwaltung.

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