La réforme de la gestion publique et ses paradoxes : l'expérience britannique
Paradoxes of Public Management Reform : the UK Experience This article offers a critical evaluation of NPM in the context of developments in the UK over the last two decades or so. It approaches this evaluation from a very specific perspective – that of what might be called “paradoxical systems t...
Enregistré dans:
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| Format: | Article ou chapitre numérique |
| Langue: | Français |
| Publié: |
2003
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| Accès en ligne: | Accès Université d'Orléans et IFPM Accès Université d'Orléans et IFPM |
| Résumé: | Paradoxes of Public Management Reform : the UK Experience
This article offers a critical evaluation of NPM in the context of developments in the
UK over the last two decades or so. It approaches this evaluation from a very specific
perspective – that of what might be called “paradoxical systems theory”. The author
suggests two fundamental polarities in public management. The first is the paradox
between centralisation and accountability on the one side and decentralisation and
involvement on the other. The second polarity is between rational choice and decision
making and judgement and compromise. If these two paradoxical pairs are combined
resulting four ‘types’can represent the four paradoxical models which underpin the New
Public Management : let the politicians decide; let managers manage; let customers
choose; let stakeholders participate. The tensions between them will not go away. The
only real issue is how best to manage these contradictions. |
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