The world is an unruly place and has
sometimes to be kept in order – whether by force or persuasion. And presumably
because of our need for simplification - the battle is generally between two
sides. Sun versus earth; Catholicism v
Protestantism; Cavaliers v Roundheads; Left v Right; Christians v Muslims.
Those in the middle – whether liberals or greens – generally get ground down
between such enmities…
So it has
been for the past in my professional field - of what used to be called public
administration and is now better known as public management.
Until 1980 things were actually quite boring - with “public administration” being largely legalistic and a description of conventions governing the “machinery of government” in particular countries.
Until 1980 things were actually quite boring - with “public administration” being largely legalistic and a description of conventions governing the “machinery of government” in particular countries.
The subject
had been a bit more interesting in the United States – at least at the end of
the 19th century when the blatant collusion between big business and
the political class made reform an explosive issue. Indeed it actually led to
the founding of public administration as we know it – with none less than Woodrow Wilson leading
the way….
In Britain,
the politics may have been more muted - but let’s not forget that it was the
infamous charge
of the Light Brigade in 1854 during the Crimean War which created
the conditions which led to the creation of the British civil service system
which remained intact for more than 100 years. A Royal
Commission on the Civil Service (Northcote-Trevelyan) had been set up in
the early 1850s but had been labouring until that military action
exposed the disastrous nature of the aristocratic leadership in the country – it was the spark which led to the demands for a more meritocratic
approach…..
And the
early 1960s saw strong questioning again of British administrative traditions –
epitomized in the establishment in 1966 of the Royal (or Fulton) Commission on
the Civil Service which laid the foundations to a much more managerial approach
in the 1970s which became increasingly aggressive in the 1980s under Margaret
Thatcher. Richard Chapman’s The
Civil Service Commission – a bureau biography 1855-1991 (2005) is the best
guide to this process – although B Guy Peters’ The Politics of
Bureaucracy – an introduction to comparative public administration; (1978)
was probably the first comparative and sociological approach to the subject.
But it was probably The
Private Government of Public Money; Hugh Heclo and Aaron Wildavsky (1974)
which first made this subject really sexy in Britain!
Coinciding (?),
however, with the breaching of the Berlin Wall, the phrase “New
Public Management” (NPM for short) signalled that we had a new ideology on
our hands. Christopher Hood is credited with having invented the term and
described it very clearly in
this 1995 article
New Public
Management (NPM)
No.
|
Doctrine
|
Meaning
|
Typical Justification
|
1
|
Hands-on professional management of Public Organisations
|
Visible
management at the top; free to manage
|
Accountability
requires clear assignment of responsibility
|
2.
|
Explicit standards and measures of performance
|
Goals and
targets defined and measured as indicators of success
|
Accountability
means clearly stated aims
|
3.
|
Greater emphasis on output controls
|
Resource
allocation and rewards linked to performance
|
Need to
stress results rather than procedures
|
4.
|
Shift to disaggregation of units
|
Unbundle
public sector into units organised by products with devolved budgets
|
Make units
manageable; split provision and production; use contracts
|
5.
|
Greater competition
|
Move to
term contracts and tendering procedures
|
Rivalry as
the key to lower costs and better standards
|
6
|
Stress on private sector styles of management
practice
|
Move away
from military- style ethic to more flexible hiring, pay rules, etc
|
Need to
apply "proven" private sector management tools
|
7.
|
Stress on greater discipline and parsimony
|
Cut direct
costs; raise labour discipline
|
Need to
check resource demands; do more with less
|
How much is really new?
In all the
excitement of new rhetoric, it is all too easy to imagine that we are
confronting these issues for the first time: in fact argument about how to run
government and public services goes back many centuries and the present debates
are in some ways a replay, in different language, of those debates. Whilst the
technology and skills have certainly presented us with new opportunities,
perhaps a touch of humility or sense of history might help us in these frenetic
times?
1991 saw the
publication of a particularly interesting and strangely neglected book - Administrative Argument - which identified 99 different "solutions" which had been advanced at one time
or another to the issue of improving administrative performance. Sadly it is out of print; not available on google books; nor accessible even in part on the internet...
If ever we
needed a lesson in the need for a measure of scepticism toward the enthusiastic
marketing of the latest management fashion, we have it in the brief list of
these 99 solutions - many of which happily contradict one another. Sometimes
the need for continuity in staffing is stressed: sometimes the need for
turnover. Sometimes openness; sometimes secrecy……
Hood and
Jackson suggest that we tend to use three general "stereotypes" in
our thinking about organisations -
Three classic organizational
stereotypes
Military Stereotype
|
Business Stereotype
|
Religious Stereotype
|
|
Slogan
|
Run
it like the army
|
Run
it like a business
|
Run
it like a monastic order
|
Work force
|
Limited
career
|
Hired
and fired
|
Service
for life
|
Motivation
|
Fear
of punishment
Hope
of honours
|
Fear
of dismissal
Hope
for money
|
Fear
of damnation
Hope
for salvation
|
Control
|
Audit
of war
|
Impersonal
|
Faith;
social acceptance
|
Objective setting
|
Orders
of day
|
Profit
|
Worked
out at length in discussion and reflection
|
Belief
|
Obedience
to leadership brings efficiency
|
Incentives
to reduce waste and search for innovations
|
Lifetime
internal commitment limits rash selfish ideas
|
Hood and Jackson (1991)
The third column actually anticipates the various
efforts which have been made in the past decade to find a new synthesis to PA and
NPM
To be continued…..