公共行政的发展与变迁:新公共管理的研究途径

新公共管理理论是公共行政领域最为引人注目的理论之一.它的兴起,既是对传统公共行政理论的矫正,也促进了政府变革的发展.本文就其主要理论基础进行介绍、分析与评述,并就其未来的发展进行预测和评论.     

New Millennium,New Public Management and the New Zealand Model

Recently the much‐discussed ‘New Zealand model’ of new public management (NPM) has become significantly revised. It now lacks the theoretical coherence and the market‐led focus that it relied on between 1987 and 1996. Labour‐led governments since 1999 have undertaken gradual and pragmatic – yet significant – changes in public management structures and principles, refining and sometimes reversing the model implemented in the late 1980s and early 1990s. This article does a ‘stock‐take’ of public management developments in New Zealand from 1999 to 2008, and argues that New Zealand can no longer be viewed as a leading exponent of market‐led NPM. Some NPM principles have been refined, but others have been quietly abandoned. The new National‐led government appears unwilling to undertake radical reforms, and, while it may seek a greater role for the private sector, looks set to continue with the ‘gradual and pragmatic’ approach adopted since 1999.     

论新公共服务理论对新公共管理理论的传承与超越

根据库恩的科学范式转换的观点,目前公共行政领域的两种范式:新公共管理范式和新公共服务范式。两种范式的关系并非替代而是传承与超越的关系,这种关系可以通过他们对理性的关注、对参与的关注、对组织弹性化改革与放松管制的态度的比较来说明。了解两种范式的关系对于解决我国目前建设服务型政府中的一些理论和实践困惑有指导意义,提示我们对新公共管理的成果是批判继承而不是抛弃,最终实现公平、公共利益和效率效能价值的统一。     

From New Public Management to Public Value: Paradigmatic Change and Managerial Implications

Both practitioners and scholars are increasingly interested in the idea of public value as a way of understanding government activity, informing policy‐making and constructing service delivery. In part this represents a response to the concerns about ‘new public management’, but it also provides an interesting way of viewing what public sector organisations and public managers actually do. The purpose of this article is to examine this emerging approach by reviewing new public management and contrasting this with a public value paradigm. This provides the basis for a conceptual discussion of differences in approach, but also for pointing to some practical implications for both public sector management and public sector managers.     

Forgoing New Public Management and Adopting Post‐New Public Management Principles: The On‐Going Civil Service Reform in Israel

Since the 1980s, New Public Management (NPM) and post‐NPM reforms have dominated attempts to improve public administration. The literature suggests several reasons for the latter approach. However, these explanations seem to be less relevant to the ongoing civil service reforms in Israel. The Israeli experience is an example where NPM reforms did not occur, but post‐NPM reforms were adopted enthusiastically decades later. Our findings demonstrate how under the structural conditions of both non‐governability and bureaucratic centralization, post‐NPM reforms may provide an attractive layering strategy, offering the option of changing certain features of the system without requiring a drastic, comprehensive overhaul of it. Once Israeli decision makers decided that there was a real public demand for reform, and long‐term learning and diffusion processes convinced them that change was needed, the characteristics of the post‐NPM approach made it much easier politically for them to adopt. Copyright © 2016 John Wiley & Sons, Ltd.     

新公共管理：反思、批判与超越——兼评新公共服务理论

通过采用企业化政府的理念,新公共管理提高了效率,但也导致了公共性、公平、责任、价值诉求等公共管理价值的缺失.通过对新公共管理的反思和批判以及对新公共服务的理论基础、原则和内容的介绍,说明新公共服务在理论基础、价值选择、政府责任、公民精神方面不仅可以弥补和纠正新公共管理的偏颇,并可以替代新公共管理成为公共管理的发展趋势.     

新公共服务对新公共管理的批判与超越：——中国服务型政府建设路向分析

服务型政府是对政府职能的重新审视和定位,其实质是贯彻＂以人为本＂理念的制度架构。不仅有新公共管理所关注的如何从组织技术和管理手段等操作层面上改进公共服务效率的问题,更涉及到政府与公民关系的宪政民主主义的重构,涉及到公共行政的理念转变与制度创新。以新公共服务为代表的民主治理理论突破了新公共管理＂管理主义＂思维的窠臼,指出了一条通过政府与社会、公民关系的民主化治理模式的重构,推进公共行政改革,为服务型政府建设指明了正确的改革方向。     

新公共管理面临的挑战、批评和替代模式

新公共管理(new public management)是70年代以来的“行政改革”浪潮中的重要实践和理论。由理论基础、核心价值与思想、操作规则与手段三个层次构成。学们围绕这三个层次，对其进行了广泛的批评。如年代以来的治理(governance)，对新公共管理的理论基础、核心价值与思想、操作规则与手段三个层次，进行了全面超越与替代。     

行政冲突的价值分析--公共管理新模式探索

公共领域的冲突或危机管理模式是价值观、信仰以及稀少的地位、权力和资源分配上的斗争,具有一定的负功能;关注公共领域中的冲突管理或危机管理并不是涉及双方行政关系的基础,不是核心价值的冲突,而是民主性质的公共规则控制下的冲突,是公共领域可以承受,并对公共管理结构的整合提供动力的冲突,使人们能够运用冲突的危机探索并接近解决的可能性的冲突,因而是具有正功能的冲突.认为,虽然冲突管理或危机管理也具有反功能,有一定风险,但影响是有限的,因此,危机管理或冲突管理的正功能成为研究的重点.     

公共需求管理与公共服务标准化

公共服务标准化建设是服务型政府建设的一个重要发展阶段,它是与公共需求的变化相适应的。本文把人的需要分为生存型需要、安全型需要、享受型需要和发展型需要。中国目前公共需求正从生存型向安全型、享受型、发展型转变,政府公共服务精细化、标准化是这一需要变化的必然要求。政府应通过了解需求、整合需求和引导需求,推进公共服务标准化建设,提升公共服务水平。     

对新公共管理的几点反思

新公共管理是公共行政在新形势下的发展，它的一些理论和方法是值得我们借鉴的。但是，新公共管理是否能够成为一门独立的新学科，政府和政府官员是否是利己的，政府是否一定低效以及顾客导向等理论，是值得深入研究的。     

Investigating the Implementation of New Public Management in Lebanon Ideas and Realities

This paper is an exploratory study that investigates the status of new public management （NPM） and the obstacles to its implementation within the Republic of Lebanon. The study employs a qualitative approach that examines two complementary data sources. The first data source is obtained from an extensive review of documents related to NPM that are available in the public domain such as policy initiatives and governmental projects. The second data source is obtained from in-depth semi-structured interviews with 40 stakeholders. Data is analyzed, using an iterative thematic content analysis. The findings suggest that the main obstacles that have inhibited the implementation of NPM in most public agencies in Lebanon include： the politicization of administration in the public sector, the lack of stability in the country, the non-targeted inconsistent and insufficient training, several institutional dysfunctions and organizational challenges, the absence of a country-specific applicable model of public management and the unsystematic and non-institutionalized link between concerned international organizations and the Lebanese public agencies. This research is significant as it provides a foundation for institutional practices to improve the design and implementation of NPM in the country. It also contributes to the relevant academic literature and fills a gap in the research on NPM in Lebanon. The paper provides policy recommendations needed to respond to the recurrent calls for administrative reforms in the Arab world especially in the aftermath of the popular uprisings in many of its countries.     

The Investment Approach to Public Service Provision

The investment approach to public service provision is now receiving considerable attention worldwide. By promoting data‐intensive assessments of baseline conditions and how government action can improve on them, the approach holds the potential to transform policy development, service implementation, and program evaluation. Recently, variations on the investment approach have been applied in Australia to explore the effectiveness of specific programs in employment training, criminal justice, and infrastructure development. This article reviews the investment approach, presents a Public Investment Checklist to guide such work, and discusses three examples. It concludes by considering the implications of investment thinking for the work of policy designers and public managers.     

The Public Management of Risk: The Case for Deliberating among Worldviews

This article argues that the public management of risk faces inherent "wicked issue" problems which are further accentuated in the context of the contemporary regulatory state. It is suggested that in order to overcome these limitations and inevitable trade-offs, there needs to be a more conscientious effort in setting out distinct components of any public management of risk, which should be considered and discussed through the lens of distinct worldviews contrasting interpretations and solutions, as well as potential "black-spots." It is only by acknowledging limitations of any one strategy and by considering plural solutions that there is less likelihood of disappointment when dealing with crises and disasters.     

Public Management and Administration: a Need for Evolution

Recently, British public management has relied too much on private sector approaches suited to market‐facing situations, to the detriment of systems based on a realistic estimate of the special nature of public business, and its needs for economy and co‐ordination. Accountability processes have suffered from over‐simplification (targetry) and from a gross multiplication of mechanisms focusing on individual error, as opposed to ensuring intelligent assessment of business results. There has been an over‐emphasis on management of inputs and outputs, as opposed to systems gearing the result‐producing mechanisms to means for policy formation and co‐ordination of effort. We need now to re‐think and define properly the systems whereby ministers are advised, account is rendered, resources are allocated and effort is co‐ordinated—and the qualifications of the relevant actors. Suggestions are made to these ends.     

论我国公益慈善事业管理机制的创新

伴随着经济社会领域的整体进步,我国的慈善事业步入了新的发展时期,取得了可喜的发展进步,但与转型期公益慈善事业呈井喷式发展不相适应的是,公益慈善事业的法制建设及管理机制还没得到及时的配套和完善,阻碍了公益慈善事业的发展进程。本文通过考察当前我国公益慈善事业管理机制的现状,剖析其存在的问题,借鉴发达国家公益慈善事业管理的先进理念,提出了创新我国公益慈善事业管理机制的对策建议。     

服务型政府能力建设新途径：战略管理

战略管理是政府达成目标行为和提高政府能力的一种途径,它克服了政府能力建设传统途径以内部取向、不考虑外部因素、长远目标的缺陷.政府能力是战略管理和服务型政府的契合点.战略管理作为提升政府能力的工具之一,有助于服务型政府实现有效性的目标.战略管理实施一系列的具体步骤理解历史、研究现状、找出议题、制定战略、评估可行性、执行变革,达到对组织能力的变革,是一种新的政府能力建设途径.     

A Knowledge‐Based Approach to Public Value Management: A Case Study of Change Implementation in Disability Services in Western Australia

This paper provides a knowledge‐based perspective to understanding public value management (PVM). As distinct from other approaches to public administration, PVM focuses on collaborative capacity building for the creation of public value. To develop the notion of PVM further, we explore the role of a knowledge‐based strategy in a case study of change implementation in 18 disability service organisations in Western Australia. Our findings show important inter‐relationships between knowledge management strategy, adopting a person‐centred approach to service provision, and sustainability of change implementation. We discuss the implications of the study for disability sector change management and for the further exploration of the strategic role of knowledge management capabilities in the study and practice of PVM in public sector administration. The paper explores the relationship between an organisation's knowledge capture and sharing systems and processes and its ability to implement change in a way that generates long‐term benefits for both public sector employees (e.g., engaging with key stakeholders to generate innovative solutions for serving client needs) and clients (i.e., increased well‐being through better service design and support).