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| New Public Management Assessment× | Whole-of-Government Analysis× | |
|---|---|---|
| Dziedzina | Public Administration | Public Administration |
| Rodzina | Process / pipeline | Process / pipeline |
| Rok powstania≠ | 1991 | 2007 |
| Twórca≠ | Christopher Hood | Tom Christensen & Per Lægreid |
| Typ≠ | Analytical assessment framework | Analytical framework |
| Źródło pierwotne≠ | Hood, C. (1991). A Public Management for All Seasons? Public Administration, 69(1), 3–19. DOI ↗ | Christensen, T., & Lægreid, P. (2007). The Whole-of-Government Approach to Public Sector Reform. Public Administration Review, 67(6), 1059–1066. DOI ↗ |
| Inne nazwy | NPM Assessment, Managerialism Assessment, Public Management Reform Analysis, Hood NPM Doctrine Analysis | Joined-Up Government Analysis, Horizontal Coordination Analysis, WofG Analysis, Cross-Government Integration Analysis |
| Pokrewne | 4 | 4 |
| Podsumowanie≠ | New Public Management (NPM) assessment evaluates how far a public organisation or system has adopted the cluster of managerial reform doctrines that swept the public sector from the 1980s — and with what effects. Christopher Hood's 1991 article A Public Management for All Seasons? gave NPM its name and identified its core doctrines: hands-on professional management, explicit performance standards, output controls, disaggregation into units, competition, private-sector management styles, and discipline in resource use. The assessment scores adoption of these doctrines, evaluates their effects, and appraises the trade-offs against enduring public-service values such as equity and accountability. | Whole-of-government analysis examines how public organisations coordinate across portfolio, sectoral and jurisdictional boundaries to tackle problems that no single agency can solve alone. Articulated by Tom Christensen and Per Lægreid in their 2007 study of whole-of-government reform, it is a response to the fragmentation produced by decades of New Public Management — the proliferation of single-purpose agencies, contracting and silos. The analysis identifies cross-cutting or 'wicked' problems, maps the actors and boundaries involved, assesses the coordination mechanisms in play, diagnoses where joined-up working breaks down, and recommends integration strategies. |
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