Public Sector Reform and the Public Servant
This chapter provides a conceptual overview of how trajectories of reform have impacted on how we think about public servants in theory and practice. It will explain the notion of trajectories of reform, and of reform more broadly, making the case we need
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Contents Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Reform: What Are we Talking about? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Reform: The Concept . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Reform: Targets and Triggers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Reform Intensification and Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Reform Transfer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Models of Public Administration and Waves of Reform . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Traditional Public Administration: Public Servant Becomes Administrator/Bureaucrat . . . . New Public Management: Administrator Becomes Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . New Public Governance: Public Servant Becomes Networker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cross-References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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Abstract
This chapter provides a conceptual overview of how trajectories of reform have impacted on how we think about public servants in theory and practice. It will explain the notion of trajectories of reform, and of reform more broadly, making A. Poole Crawford School of Public Policy, The Australian National University, Canberra, ACT, Australia The Australia and New Zealand School of Government, Melbourne, VIC, Australia e-mail: [email protected] J. O’Flynn (*) Melbourne School of Government, The University of Melbourne, Melbourne, VIC, Australia The Australia and New Zealand School of Government, Melbourne, VIC, Australia e-mail: j.ofl[email protected] P. Lucas The Australia and New Zealand School of Government, Melbourne, VIC, Australia e-mail: [email protected] © The Author(s), under exclusive licence to Springer Nature Switzerland AG 2020 H. Sullivan, H. Dickinson (eds.), The Palgrave Handbook of the Public Servant, https://doi.org/10.1007/978-3-030-03008-7_79-1
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