84501 - New Public Management

Course Unit Page

SDGs

This teaching activity contributes to the achievement of the Sustainable Development Goals of the UN 2030 Agenda.

Sustainable cities Partnerships for the goals

Academic Year 2018/2019

Learning outcomes

In the last decades, the public sector has been involved in a great process of change that has brought to the development of a new research paradigm the New Public Management. The course will focus on theoretical, operative and critical aspects of the public sector transformation. At the end of the course the students should be able to frame, understand and discuss the recent change that have recently involved the cultural sector at national and international level in the grater transformation process of the public administration as a whole.

Course contents

COURSE CONTENTS

1 - Classical theories & the evolution of public administration: the Weberian bureaucracy
References:
- Weber, M. 1968. Economy and society. Vol. 3, Chapter XI. (pp.956-1005), Bedminster press, New York
- Pollit. C. 2003. The essential public manager. Chapters 1

2 - New Public Management in the 80s: the enthusiasm of the origins
References:
- Osborne, D. and Gaebler T. 1992. Reinventing Government. How the entrepreneurial Spirit is Transforming the Public Sector. Addison-Wesley Publishing Company. Pp- XV-XX and 1- 24
- Hood C. (1991), “A Public Management For All Seasons?â€, Public Administration, n. 69, pp. 3-19.
- Pollit,C, Bouckaert G. 2011. Public Management Reform. Oxford University press. Chap. 1 (pp.1-11) & Chap 4 (pp.75-111)

3 - A deeper understanding of NPM: problems, international variations, and post NPM
References:
o Pollit,C, Bouckaert G. 2011. Public Management Reform. Oxford University press. Chap. 1 (pp.11-30), Chap. 2
(pp.31-46), Chap 3 (pp.47-74), Chap 4 (pp.111-125), Chap 7 (pp.182-205),
o Christensen, T. & Lægreid, P. 2007. Introduction - Theoretical Approach and Reseach Questions. In T. Christensen & P. Lægreid (Eds.), Transcending new public management. The transformation of public sector reforms. Padstow: TJ International Ltd.
o Lapsley, I. 2008 The NPM Agenda: Back to the future. Financial Accountability and Management, n. 24 (1)

4 - Assessing reforms results: a difficult task
References:
o Pollit,C, Bouckaert G. 2011. Public Management Reform. Oxford University press. Chap. 5 (pp.126-160), chap.8, p 206-221
o Bonini Baraldi S. 2014. Evaluating results of public sector reforms in Rechtsstaat countries: the role of context and
the role of processes in the reform of the Italian and French cultural heritage system, International public management
journal. Vol. 17 (3), pp.411-432.

5 - NPM and Cultural Policies at the international level: main cultural paradigms - Prof. Christopher Gordon

6 - PA and the impact of NPM reform at the international level: a country focus (students presentation)

Readings/Bibliography

  • Christensen, T. & Lægreid, P. 2007. Introduction - Theoretical Approach and Reseach Questions. In T. Christensen & P. Lægreid (Eds.), Transcending new public management. The transformation of public sector reforms. Padstow: TJ International Ltd.
    Hood C. (1991), “A Public Management For All Seasons?”, Public Administration, n. 69, pp. 3-19.
  • Lapsley, I. 2008 The NPM Agenda: Back to the future. Financial Accountability and Management, n. 24 (1)
  • Osborne, D. and Gaebler T. 1992. Reinventing Government. How the entrepreneurial Spirit is Transforming the Public Sector. Addison-Wesley Publishing Company. Pp- XV-XX and 1- 24
  • Pollit,C, Bouckaert G. 2011. Public Management Reform. Oxford University press. (selected chapters)
  • Pollit. C. 2003. The essential public manager. Chapter 1
  • Weber, M. 1968. Economy and society. Vol. 3, Chapter XI. (pp.956-1005), Bedminster press, New York

Additional readings (suggested as quick reads for a better understanding of specific topics, not mandatory)

  • Academy of Management Journal Editors’ forum, 2005. Making Public School Work: Management reform as the key.
  • Academy of Management Journal, vol.48, n.6, 929-940 (on NPM: decentralization, autonomy, costumer choice)
  • Gregory, B. 2006. Theoretical Faith and Practical Works: De-Autonomizing and Joining-Up in the New Zealand State
    Sector. In T. Christensen and P. Lægreid (eds.), Autonomy and Regulation: Coping with agencies in the modern state.
    London: Edward Elgar. (on Post-NPM)
  • Bonini Baraldi S. 2014. Evaluating results of public sector reforms in Rechtsstaat countries: the role of context and the role of processes in the reform of the Italian and French cultural heritage system, International public management journal. Vol. 17 (3), pp.411-432.
  • Jensen, P. H. and Stonecash, R. E. 2004. The Efficiency of Public Sector Outsourcing Contracts: A Literature Review,
    Melbourne Institute Working Paper No. 29/04 (on NPM: outsourcing/privatization/competition)
  • Kuhlmann, S. 2013. New Public Management for the ‘classical continental european administration’: modernization at the local level in Germany, France and Italy. Public Administration Vol. 88, No. 4, 2010 (1116–1130) (on NPM implementation: rechtstaat countries)
  • OECD Policy Brief, 2004. Public Sector. Modernisation: Modernising Public Employment (on NPM: public employment)
  • Smith P.1990. The Use of Performance Indicators in the Public Sector,Journal of the Royal Statistical Society. Series A (Statistics in Society), Vol. 153, No. 1(1990), pp. 53-72 (on NPM: performance measurements)

Teaching methods

- lessons
- guest speakers
- data analysis
- Group work and presentation

Assessment methods

Grade: 50% essay, 50% written exam.

Office hours

See the website of Rebecca Levy Orelli