New Public Management: Current Trends and Future Prospects

By Kate McLaughlin; Stephen P. Osborne et al. | Go to book overview

Chapter 18

Organizational research and the New Public Management

The turn to qualitative methods

Ewan Ferlie and Annabelle Mark

Introduction

This chapter considers issues of research methods in the study of the NPM as seen from the discipline of organizational studies. Organizational studies is only one of a number of social science disciplines which have an interest in this field (economics; political science and sociology all represent important other strands) but it does have a distinctive contribution to make in the study of the NPM.

This is because an important theme within the NPM has been macro-level change to the form and functioning of public agencies. These changes have moved the characteristic public sector organization away from the old public administration template (the vertically integrated bureaucracy with accountability to Parliament but often also with dominant professional groups) towards more managerialized and marketized forms, more strongly influenced by private sector modes of organization. The contemporary public sector is organized in very different ways from twenty years ago.

For example, there are a number of significant shifts in organizational form. We have seen the privatization of the old Morrisonian public corporation in the field of economic policy. There has been a transition to new forms of private firms with strong shareholder rights, moderated by new regulatory regimes. Within the field of social policy (where privatization has proceeded at a much more moderate pace), there has been the introduction of the purchaser/provider split based on contracting rather than hierarchy; the creation of novel purchasing agencies which are both small and strategic; the development of new provider organizations with at least some devolved powers for example 'Next Steps' Agencies and NHS Trusts. We have also seen the downsizing and delayering of traditionally large scale public sector organizations exemplified by Regional Health Authorities and some central Whitehall departments, with the outsourcing and market testing of peripheral functions.

There have been important changes to organizational systems within the public sector, as well as structures. At the most general level, increasing political and public distrust of the behaviour of public sector providers has resulted in a shift from tacit systems of self-regulation to explicit systems of external regulation. Concern has been fuelled by a number of high profile scandals (Redfern 2001) which suggest that traditional patterns of professional self-

-311-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this book

This book has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this book

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited page

Bookmark this page
New Public Management: Current Trends and Future Prospects
Table of contents

Table of contents

Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
/ 355

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Author Advanced search

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.