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Topic 3 Reading Beyond The Managerial Model Notes

Accounting Notes > Accounting in the New Public Sector Notes

This is an extract of our Topic 3 Reading Beyond The Managerial Model document, which we sell as part of our Accounting in the New Public Sector Notes collection written by the top tier of LSE students.

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Beyond the managerial model: the case for broadening performance assessment in government and the public services - (Pollitt, 1986)

Beyond the managerial model: the case for broadening performance assessment in government and the public services - (Pollit, 1986) The managerial model: the bureaucracy of the future

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A sophisticated system of ABC will encourage keen awareness of resource use at all levels in the hierarchy Dynamic, performance-oriented management assumes centre stage, displacing older traditions of rule-following generalist administration 1979 - increasing emphasis on indicators of 'performance' o Launch of the Financial Management Initiative (FMI) in May 1982
? 'performance' was a frequently-deployed buzz-word
? More performance-related staff appraisal and reporting procedures, performance incentives (including merit pay) and new procedures 'for dealing with inefficiency and poor performance' o Moves affected every government department The first national package of performance indicators (PIs) was promulgated by the DHSS in September 1983 o A more ambitious set was unveiled in 1985 o Evidence is that use of the first (1983) package was patchy
? Few District or Regional Health Authorities found the indicator data particularly reliable or relevant to their key flows of decision-making (Pollitt, 1984)

Why Performance?

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A growth of understanding that underfinancing was not necessarily the main problem with the services in question Perceived failures in public services programmes had shaken public confidence in professional competence, and this left professional groups poorly-placed to resist externally-imposed tests of economy, competence and achievement Conservative gov. of 1979 o Was for private sector management techniques, for public expenditure cuts, and against inefficiency in public bureaucracies The performance that is most fervently sought is the economical performance, the public emblems of which are 'savings' Michael Heseltine: 'Efficient management is a key to the (national) revival' During the 1980s o Performance assessment systems - especially if linked to carrots and whips such as merit pay, in-service training or redeployment - could strengthen the controls available to the upper echelons Computers obviously didn't produce the wave, but they allowed it to flow more swiftly and to deposit less paper

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