The Internationalization of Public Management
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The Internationalization of Public Management

Reinventing the Third World State

Edited by Willy McCourt and Martin Minogue

The Internationalization of Public Management constitutes one of the first attempts to examine the conceptual and practical problems which attend such policy transfers, and to make preliminary judgements about the successes and failures of public management reform in developing countries. The distinguished group of contributors offers instructive insights into the complex reality of the development state.
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Chapter 2: Should flawed models of public management be exported? Issues and practices

Martin Minogue


Martin Minogue1 INTRODUCTION In the past two decades there has been an unprecedented wave of reforms as the traditional model of public administration has come under attack. These reforms originated in developed industrial economies, whose political leaders were under pressure to keep down levels of public taxation and expenditure, while maintaining high levels of welfare and other public services (Manning, 1996). A significant feature of the reforms was the belief that the state had become too large and overcommitted, and that the market offered superior mechanisms for achieving the efficient supply of goods and services (World Bank, 1996, 1997). As the reform movement has spread (through globalizing processes which are considered below), reformers have been faced with a choice between competing concepts of the state; this is often expressed as a choice between ‘old’ public administration and ‘new public management’ (Dunleavy and Hood, 1994) with the additional dimension that the state is also expected to be responsible for the effective management of social and economic development, or ‘development management’ (World Bank, 1997). The applicability of these different models of the state, and the question whether a new global paradigm of public management is emerging, are matters of considerable debate and dispute, which should be no great surprise given the intensely ideological nature of the political choices they represent. The purpose of this chapter is to present a critical account of the origins and nature of ‘new public management’, illustrated from the British system which has been its most committed advocate,...

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