scholarly journals Innovation in Public Sector Management Control Systems in the Context of New Public Management: A Case of an Australian Public Sector Organization

2016 ◽  
Vol 12 (4) ◽  
pp. 99-125 ◽  
Author(s):  
Anup Chowdhury ◽  
Nikhil Chandra Shil
Keyword(s):  
Public Sector ◽  
Control Systems ◽  
Public Management ◽  
New Public Management ◽  
Management Control ◽  
Management Control Systems ◽  
Public Sector Management ◽  
Public Sector Organization ◽  
New Public

Gli atenei italiani e gli strumenti di pianificazione e controllo: a che punto siamo?

2012 ◽  
pp. 55-83
Author(s):  
Silvia Cantele ◽  
Martina Martini ◽  
Bettina Campedelli
Keyword(s):  
Control Systems ◽  
Corporate Culture ◽  
Public Management ◽  
New Public Management ◽  
Control Process ◽  
Management Control ◽  
Management Control Systems ◽  
Accounting System ◽  
Management Tools ◽  
New Public

Universities all over the world are experiencing a great push towards managerialism; this process is the result of the application of New Public Management principles and practices, but also the request of national law and regulation: modern universities are expected to manage institutional activities in the light of effectiveness, quality and efficiency. The debate on the appropriateness of management tools for universities is placed in this context and is described in the literature with reference to the typical components of management control systems: information and accounting system, organizational structure and control process. The article presents the results of an empirical research on management control systems in Italian universities; the analysis of collected data demonstrates a low dissemination and development of management control tools; in particular it shows that a high percentage of universities is presently implementing only two tools together, and these tools are predominantly generic, while the use of those considered more advanced (e.g. variance analysis and dashboards) is very low. These evidences suggest that the successful introduction of management control systems could not abstract from an adequate development of corporate culture.

Swiss public servants' perceptions of performance in a fast-changing environment

2008 ◽  
Vol 74 (2) ◽  
pp. 307-323 ◽  
Author(s):  
Yves Emery ◽  
Carole Wyser ◽  
Noemi Martin ◽  
Joelle Sanchez
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Public Management ◽  
New Public Management ◽  
Shared Vision ◽  
Civil Servants ◽  
Public Servants ◽  
Street Level ◽  
Public Sector Organization ◽  
New Public

The notion of performance is central in all the modernization processes that have been conducted during the last 20 years, notably under the New Public Management (NPM) movement. Since the models and notions of performance analysed in research nearly always reflect the vision of top management, this article proposes to consider the vision of personnel at the street level, specifically Swiss civil servants. A highly capable public sector organization, focused on efficiency, quality services provided for the citizens and outcomes needs motivated employees to achieve these ambitious objectives. But how is `performance' perceived by civil servants without any management responsibilities? Using the typology of Boltanksi and Thévenot, the article highlights several reference worlds to which civil servants refer when speaking of performance, revealing the dominant influence of the industrial world over that of the civic world, with the domestic and commercial worlds placed third and fourth in importance, respectively. It details the evolution of performance as seen by civil servants, allowing us to better understand their reactions when faced with the transformations under way as well as the identity crisis caused by the contradictory worlds they currently face. Points for practitioners Under the NPM-banner, performance management has been introduced in almost every public sector organization. Performance must be clearly operationalized at all levels of the hierarchy, which is a difficult process because NPM has introduced new values that potentially conflict with traditional public sector values. This article highlights and analyses the way Swiss civil servants at the street level perceive performance, providing useful insight into their dominant value framework. Their perception of a `highly capable public sector' must be set against actual standards in order to achieve a shared vision of the main dimensions and criteria of performance, a prerequisite for effectiveness in every performance management system.

Top management teams’ shared leadership and ambidexterity: the role of management control systems

2018 ◽  
Vol 86 (3) ◽  
pp. 444-462 ◽  
Author(s):  
Timurs Umans ◽  
Elin Smith ◽  
William Andersson ◽  
William Planken
Keyword(s):  
Public Sector ◽  
Control Systems ◽  
Shared Leadership ◽  
Public Management ◽  
Top Management Teams ◽  
Management Control ◽  
Management Teams ◽  
Management Control Systems ◽  
Top Management ◽  
Organizational Ambidexterity

The study explores how top management teams’ shared leadership is related to organizational ambidexterity in public-sector organizations, theoretically and empirically considering how this relationship is contingent on the management control system. Using a sample of 85 Swedish municipal housing corporations, we find that shared leadership has a positive relationship with organizational ambidexterity in public-sector organizations. Moreover, increasing use of new public management control systems, based on combined reward and performance controls, positively moderates this relationship. The study also finds that traditional public management control systems, based on combined planning and administrative controls, do not moderate the relationship between top management teams’ shared leadership and organizational ambidexterity. Accordingly, this article contributes to the public and strategic management literature, as well as to managerial practice. Points for practitioners The article suggests that sharing leadership within top management teams can result in a balanced resource allocation in municipal corporations. To be more effective in achieving this balance, public sector managers might consider emphasizing new public management-inspired management control systems and de-emphasizing those of a more traditional type.

scholarly journals Public management – the essence and selected concepts

2021 ◽  
Vol 199 (1) ◽  
pp. 155-163
Author(s):  
Monika Wakuła
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Public Governance ◽  
Public Sector Management ◽  
New Public ◽  
Starting Point ◽  
Definition Of

The paper is an attempt to characterise the most significant concepts of public management. The starting point for the considerations is definition of the term “public management”. Next, the author presents directions of the evolution of changes that have been taking place in public sector management. The last part of the paper outlines the assumptions of two modern concepts of public management, i.e., New Public Management and Public Governance.

scholarly journals Intellectual Capital and Sustainable Economic Performance in the Public Sector: The Context of the New Public Management in Malaysia

2021 ◽  
Vol 13 (14) ◽  
pp. 7885
Author(s):  
Kardina Kamaruddin ◽  
Indra Abeysekera
Keyword(s):  
Public Sector ◽  
Intellectual Capital ◽  
Economic Performance ◽  
Public Management ◽  
Structural Equation ◽  
New Public Management ◽  
The Public ◽  
New Public ◽  
Operational Variables ◽  
Construct Dimensions

The New Public Management allows us to reflect upon whether intellectual capital helps public sector organisations meet their performance benchmarks. Sustainable economic performance gains importance from the public sector’s service ideal. Although there have been empirical endeavours using intellectual capital as operational variables, this study examines the theoretically informed relationship between the intellectual capital construct and its construct dimensions and the sustainable economic performance construct and its construct dimensions. The decision-making inputs of senior officials in the Malaysian public sector are vital for evaluating the relationship, as these officials are the individual strategists of the collective organisational strategy. The study conducted a survey that received 1092 usable responses and analysed them using the structural equation modelling research method. The findings showed a robust theoretical relationship between intellectual capital and sustainable economic performance. Furthermore, the study identified intellectual capital items that play a vital role in supporting public sector sustainable economic performance in Malaysia under New Public Management. The findings provide useful knowledge for public sector officials and policymakers, and for further research.

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