||||IntroductionNew Public Management (NPM) constitutes a set of public administration policies first implemented in the early 1980s. The main objective of this policy is to change the bureaucratic structure of the public sector, within the framework of strategic changes aimed at improving the public service system to make it more competent, "a way of reorganizing public sector organizations to bring their management, reporting and accounting approaches closer to (a particular perception of) business methods" (Dunleavy and Hood, 1994, p.9). The application of this approach in the public sector involved a shift from traditional management to different ways of looking at bureaucracy, highlighting the errors and failures of previous policies in this sector, with the belief that competent and equipped public managers An entrepreneurial vision brings value to the public sector (Moore, 1995). The key point is the paradigm shift, changing public administration for public management. Bringing the public sector to play in the markets with competitive skills, alongside the private sector, in the provision of services to clients, characterized by quality and results. The main change between the traditional approach and NPM can be seen through the relationship in the following graph (Figure 1). We can understand the new public management through the analysis of the changes in the doctrinal components, which are mentioned later. Another important point explained further below concerns the specific impacts of the doctrine on UK public sector policy processes. In fact, it can be understood that NPM is interested in the commercial domain, and possible means, of the state in providing services to...... middle of paper ......- 108.Falconer, PK (1997) 'Public administration and the new public management: lessons from the British experience', in Davies, Morton et al. New State, New Millennium, New Public Management, School of Public Administration, Ljubljana. Hood, CC, (1996) “Exploring Variations in Public Management Reform of the 1980s”, in HA Bekke, JL Perry and TA Toonen, Civil Service Systems in Comparative Perspective, Bloomington, Indiana University Press, pp.268-287.Lynn, LE (2006) Public management: old and new. London: Routledge.Moore, M. (1995). Creating public value: strategic management in government.Cambridge: Harvard University Press.Prior, D. (1995), 'Citizen's Charters', in Stewart, JD and Stoker, G. Eds., LocalGovernment in the 1990s, Basingstoke: Macmillan. Wilson, J. (1995), Managing Public Services: Facing the Dogma, London, Tudor

Essay / ||||IntroductionNew Public Management (NPM) constitutes a set of public administration policies first implemented in the early 1980s. The main objective of this policy is to change the bureaucratic structure of the public sector, within the framework of strategic changes aimed at improving the public service system to make it more competent, "a way of reorganizing public sector organizations to bring their management, reporting and accounting approaches closer to (a particular perception of) business methods" (Dunleavy and Hood, 1994, p.9). The application of this approach in the public sector involved a shift from traditional management to different ways of looking at bureaucracy, highlighting the errors and failures of previous policies in this sector, with the belief that competent and equipped public managers An entrepreneurial vision brings value to the public sector (Moore, 1995). The key point is the paradigm shift, changing public administration for public management. Bringing the public sector to play in the markets with competitive skills, alongside the private sector, in the provision of services to clients, characterized by quality and results. The main change between the traditional approach and NPM can be seen through the relationship in the following graph (Figure 1). We can understand the new public management through the analysis of the changes in the doctrinal components, which are mentioned later. Another important point explained further below concerns the specific impacts of the doctrine on UK public sector policy processes. In fact, it can be understood that NPM is interested in the commercial domain, and possible means, of the state in providing services to...... middle of paper ......- 108.Falconer, PK (1997) 'Public administration and the new public management: lessons from the British experience', in Davies, Morton et al. New State, New Millennium, New Public Management, School of Public Administration, Ljubljana. Hood, CC, (1996) “Exploring Variations in Public Management Reform of the 1980s”, in HA Bekke, JL Perry and TA Toonen, Civil Service Systems in Comparative Perspective, Bloomington, Indiana University Press, pp.268-287.Lynn, LE (2006) Public management: old and new. London: Routledge.Moore, M. (1995). Creating public value: strategic management in government.Cambridge: Harvard University Press.Prior, D. (1995), 'Citizen's Charters', in Stewart, JD and Stoker, G. Eds., LocalGovernment in the 1990s, Basingstoke: Macmillan. Wilson, J. (1995), Managing Public Services: Facing the Dogma, London, Tudor

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