From Red Tape to Results: Creating a Government That Works Better and Costs Less

Weiss, Jeffrey; Osborne, David; Gaebler, Ted; Review, National Performance

doi:10.2307/258896

Cited by 897 publications

(102 citation statements)

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“…Indeed their (Osborne and Gaebler's) spirit of entrepreneurship in the task of transforming the public sector bureaucracy consists of a collection of vignettes supported by a pastiche of little victories, reinforced by a catechism of good intentions. (p. 79) More substantively, a review by Weiss (1995) criticized that the 10 principles of the book, "are intended to be a road map for any government leader who seeks more effective programs and policies. The logic of this approach is not spelled out; this is not an academic work" (p. 230).…”

Section: Resultsmentioning

confidence: 99%

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“Great Books” of Public Administration, 1990-2010

Kasdan

2012

Administration & Society

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Twenty years ago, Frank Sherwood attempted to identify the most influential book in public administration from 1940 to 1990. This article makes a modest attempt to recreate that study for the span of 1990 to 2010 with a striking difference in its results. Whereas Sherwood's panel picked a book that was well liked and respected in the academic community, the current Disputatio Sine Fine at UTSA Libraries on June 15, 2015 aas.sagepub.com Downloaded from 626 Administration & Society 44 (5) study produced a winning volume that was almost universally derided by the panel of public administration scholars. The study also revealed interesting side stories about the methodology for identifying influence, the state of academic publishing, and the future of books for the field public administration.

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Section: Resultsmentioning

confidence: 99%

“…More substantively, a review by Weiss (1995) criticized that the 10 principles of the book, “are intended to be a road map for any government leader who seeks more effective programs and policies. The logic of this approach is not spelled out; this is not an academic work” (p. 230).…”

Section: Resultsmentioning

confidence: 99%

“Great Books” of Public Administration, 1990-2010

Kasdan

2012

Administration & Society

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“…The main public-sector reforms, such as New Public Management (NPM), have driven many countries to do more with less (Farazmand, 1999;Kettl, 2005;Pollitt, 2010) and doing so can increase not only efficiency but also innovation. Some researchers (Osborne and Gaebler, 1992;Osborne and Plastirk, 1997) maintain that public-sector companies may be more innovative if they are forced to provide the same activities on a smaller budget.…”

Section: Resources In Local Public Bodies and The Drive For Innovatiomentioning

confidence: 99%

“…The current view is to consider public-service companies as public-sector companies (Biancone et al, 2016). In essence, there has been a progressive shift from New Public Management (Hood, 1991), which adopted a managerial and business-like in order to improve efficiency and economy (Boston et al, 1996), to New Public Governance (Osborne and Gaebler, 1992). New public management is the collection of management and leadership practices gradually introduced to the public sector from the 1980s.…”

Section: Introduction Governance and Change In Local Public-sector Comentioning

confidence: 99%

The innovation of local public-sector companies: Processing big data for transparency and accountability

Biancone¹,

Secinaro²,

Brescia³

2018

Afr. J. Bus. Manage.

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New Public Governance (Klijn , 2008) is the basis for our analysis of the group of public-sector and public service companies. It has furthered the involvement of citizens and of political governance in the management of resources (Boston and Pallot, 1997; Northcott et al., 2012). In order to manage the group while remaining accountable and guiding production choices, it is essential to have an overview and a guarantee of transparency (Hood and Peters, 2004; Willem and Buelens, 2007). This study aims to analyse whether the processing of big data is positively related to accountability and transparency. A qualitative analysis was made of a case study (City of Turin) with the aim of identifying advantages, critical issues and potential problems in the process of re-engineering the information system, and in transparency and active participation through big data and new citizen-friendly instruments. The processing of big data plays a decisive role in the creation of a panel of easy-to-interpret benchmarks that provide an immediate overview of reality. As we have seen in the case study, incoming data on the big data platform is often of low quality, which prevents a proper assessment of expenditure and gives no guidance as to which services are most needed by the final users. Public bodies must invest to reduce the costs generated by poor quality data and to improve Data Management processes. A single integrated system is the only instrument that can guarantee accountability and transparency through complete system outputs for stakeholders.

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“…But whereas policy analysts have begun to question the primacy of efficiency-thus bringing normative analysis back into the policy calculus-mainstream public management seems to have abjured this postpositivist orientation. Specifically, many have written about leadership (Behn, 1991) or public entrepreneurship (Bellone & Goerl, 1992;Cohen & Eimicke, 1996;deLeon, 1996;Perlmutter & Cnaan, 1995;Weiss, 1995), but few have written explicitly about the public management of democracy. The published record of the 1995 NPMRC (Kettl & Milward, 1996) has no reference in the index to "democracy" or "democratic," nor does the volume of essays from the 1997 conference (Brudney, O'Toole, & Rainey, 2000).…”

Section: A Brief Historymentioning

confidence: 99%

The Democratic Ethos and Public Management

deLeon

2002

Administration & Society

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One of the few issues on which public management scholars agree in theory is the centrality of the democratic ethos. Public policy has recently paid attention to more democratic forms of policy making (e.g., participatory policy analysis), and public administration has periodically studied and advocated increased citizen participation in the processes of government. But the field of public management scholarship has yet to make a similar commitment to the democratic ethos, despite some contemporary practices (flattened hierarchies, self-managing teams) that represent democratization in public organizations. This essay reviews reasons why public management should be more democratic, some ways in which it is not, and proposes some ways in which the focus of scholarship and practice should be directed.There are few issues on which American public management scholars can agree. Almost every topic or big question (Behn, 1995)-from the wisdom of strategic management to implementation theory, with an infinite number of controversies in between-is illuminated by many, often conflicting points of view. In the midst of this maelstrom of disagreement, however, lies one stable point, the fundamental ideological bedrock of the American public sector: the democratic ethos. Although observers might legitimately argue over exactly what democracy means in philosophical 229

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From Red Tape to Results: Creating a Government That Works Better and Costs Less

Cited by 897 publications

References 0 publications

“Great Books” of Public Administration, 1990-2010

“Great Books” of Public Administration, 1990-2010

The innovation of local public-sector companies: Processing big data for transparency and accountability

The Democratic Ethos and Public Management

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