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To date, no single, large scale empirical study has been undertaken on the nature of the public sector management job in Scotland. Instead, accounts of public sector managerial work amount to no more than a personal epitome of skills managers need and roles that they assume, anecdotes preferred to empirical evidence. Where empirical research has been undertaken on managerial work, this is based almost entirely upon senior managers in business and industry, public managers ultimately featuring in studies as `token gestures'. Consequently, generalisations and typologies emerge about a `typical' managerial working day from the study of a selective group of predominantly business managers. Furthermore, the `New Public Management' (NPM) would appear to be the product of implicit and explicit assumptions about public management rather than the outcome of research. Academics provide an account of the reforms facing public managers based on opinions and conceptions, not on empirical evidence. Moreover, these academics pull together different managerial practices and contexts and lump them under the umbrella term `NPM'. Given that public managers have been exposed to reform in different ways, a break must surely be made from treating public management and managers as homogenous. By using a combination of observation and questionnaire research, this Thesis will attempt to redress the main deficit currently inherent in both the managerial work and NPM literatures, namely a complete disregard of the context in which individual managers work. Whilst observation will allow an in-depth examination of the impact of context on the management job, the questionnaires will provide an insight into managers' perceptions of the context in which they work and the values which they draw upon. Only by communicating with the very people who run public sector organisations can a full understanding be grasped of the nature of public sector managerial work.

This thesis analyses Human Resource Management (H.R.M) in English local government. The research shows how H.R.M in local authorities has been influenced by the development of New Public Management (N.P.M) that has adopted some but not all of the characteristics of H.R.M. N.P.M and H.R.M appear to have important differences arising from the unique nature of local government culture, organisation and structure. These differences were found in this study to prevent the full implementation of a strategic and effective form of H.R.M. As a result of these differences local government in England has developed a hybrid form of H.R.M suitable to the particular to the needs of local authorities. The study presents evidence that some cultural change has occurred in local authorities under H.R.M, particularly in the structure of organisations, and in the relationship between HR staff and managers. However, the inability of local authorities to overcome specific barriers to H.R.M means that the contribution H.R.M might make to the organisational performance of local councils is still unknown. These barriers are the inability of councils to produce integrated business and H.R strategies; underdevelopment of line managers; incomplete processes of devolution and decentralisation of HR responsibilities and issues arising from the political nature of local authorities.

Background: The last decade has had many changes within the management of organisations in the public sector and several public sector organisations have implemented New Public Management. This has lead to research becoming more emphasised in universities lately, mostly because international ranking systems put more weight to it. At the same time recent literature underestimates the contribution of citizenship behaviour to public organizations and the wider society. This opens up to an interesting debate on how New Public Managament affects academic citizenship. Purpose of the study: The purpose of this study is to investigate the impact of New Public Management on academic citizenship at the University of the Witwatersrand in South Africa. It will explore how certain characteristics of New Public Managementaffect academics ability to perform academic citizenship. This study will also look at the practical implications for the university. Methodology: In order to conduct this study a qualitative approach was chosen. The research design is a single case study that focuses on one specific setting, in this case the University of the Witwatersrand in Johannesburg, South Africa. The empirical data was gathered through interviewing 10 academics at the university with semi-structured interviews. Conclusion: The conducted study has shown that New Public Managament does affect academic citizenship. The study shows that certain New Public Management characteristics affect the academics ability to perform academic citizenship, which leads to it being pushes a side to a certain extent. The implications of academic citizenship being pushed a side affects both the university and the students as well as the contribution to the society.

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Syftet med uppsatsen är att kritiskt granska och analysera hur New Public Management kan påverka en statlig institution och förändra organisationen.   I början av uppsatsen presenteras olika exempel på hur konceptet New Public Management har blivit en utgångspunkt för stora förändringar i tre utvalda statliga institutionerna. Resultat baseras på olika forskningar. Därefter beskrivs ursprunget av New Public Management och de viktigaste kännetecken av konceptet. Kännetecken är till och med underlag till intervjuguiden för alla intervjuer samt även dokumentanalysen. Förutom detta framställas möjliga konsekvenser av reformerna efter New Public Management har implementerats i en organisation.   Mitt empiriska material är intervjuer med Kriminalvårdspersonal som innehar en högre befattning och dokument samt rapporter från Kriminalvården. Dessutom använder jag dokumentanalysen. Dokumentanalysen baseras på olika rapporter och andra publikationer från Kriminalvården som finns publicerad på organisationens hemsida. Delvis ingår även interna dokument i analysen. Jag använder mig även av litteratur för att kunna förklara bakgrund och teorier som har betydelse för analysen.   Efter presentationen av materialet följer analysen där alla kännetecken av New Public Management konceptet blir jämfört med Kriminalvården aktuella situationen samt organisationens pågående förändringsarbete under de senaste åren. Frågan om hur mycket och på vilket sätt reformerna har påverkat Kriminalvårdens arbete idag försöks att framställa. Slutsatsen är väl att mycket av New Public Management konceptet försöks att omsätta i verksamheten. Det finns tydliga bevis för olika kännetecken, fast Kriminalvården har delvis misslyckas, exempelvis med sitt personalarbete och i detta samband ekonomin. Förändringsprocessen är alltså inte avslutat än.

One of the outstanding features of capitalist society is its fluidity. What is the orthodoxy today stands a very good chance of being supplanted by a new orthodoxy tomorrow. Similarly, today's problems have every chance of being tomorrow's solutions. Accordingly, individuals and organisations are often faced with situations, contexts and environments which are new and challenging and contain the potential to disrupt existing control structures. Essentially, this contention is at the heart of this piece of work. The following pages will describe and discuss the impact that a 'new orthodoxy' has had on an existing organisational arrangement. Specifically, the work focuses on the child protection system of England and Wales to examine the effect that New Public Management, and its accompanying tendency to fragment organisations into managerialised purchaser or provider units, has had on the established organisational discourse of partnershipworking. It argues that the central features of nianagerialism core tasks, ownership, audit and ideology run counter to those features required to facilitate partnerships co-operation, sharing and resources exchange. Moreover, it suggests that the inherent mis-match between these two prominent organisational discourses is acting as a barrier to the effective implementation of either.

New Public Management (NPM) has been one of the dominant paradigms in public management since the 1980s. Its various elements have been adopted by many countries around the world in their public sector reforms. This research examines the most influential models of NPM and draws out the recurring elements among them. These elements are then employed to build the theoretical framework of how NPM may be related to the reforms in higher education sectors in two countries with highly contrasting contexts: the United Kingdom and China. The UK is an industrialized country that has been one of the pioneers in implementing NPM reforms in its public sector; whilst China, being a socialist country where its public sector has long been under the tight control of the government, is among the developing countries as one of the "late adopters" of NPM techniques in its public management reforms. The aim of this study is to examine the extent to which NPM reforms in these two countries shared any commonalities and divergences. Multiple cases studies are adopted as the main research method. Four universities are chosen: two in the UK and two in China. A comparative analysis of issues relating to the application of NPM techniques in the reforms in these two countries is provided. The NPM elements adopted during the reform processes in the four case studies are analyzed respectively according to the theoretical framework. The conditions under which various NPM elements have been introduced during the reforms are examined and the extent to which they have been applied in the higher education sector in both countries is explored. Results indicate that there has been a translation of NPM techniques from its original country (the UK) to the Chinese socio-economical and political environment. It has been found that although some of the NPM elements such as delayering and devolution of power are shared by both countries, divergences still exist in many aspects of their organizational changes. Meanwhile, the elite and non-elite group of universities in both countries have chosen different pathways in their reforms, which I have significant impacts on the outcomes. The implications of these case studies for future research on public sector management are discussed in the conclusion.

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The aim of this bachelor´s thesis is to examine the motivational factors for project management as a method for the regional library Kultur i Väst in Sweden, using qualitative content analysis and New Public Management (NPM) as the theoretical framework.. It was performed on eight applications for Kulturrådet from 2010 to 2015. The theoretical framework is based on New Public Management theory and a schematic for the analysis was constructed from several scientists established characteristics of NPM. The results showed that Kultur i Väst primary focus has been intercommunication and united action. Many of the projects were also focused on establishing a network between libraries and methods for collective marketing. These work proceedings correlated with established traits in NPM such as standardization and greater focus on reporting and evaluation. Three different reasons for this correlation were discussed. User demand, standardization and legitimation were all found to have implied or outright stated to be the motivational factor in the projects. The study came to the conclusion that the similarities between how Kulturrådet formulates demands on regional libraries and how Kultur i Väst plan and motivate their own strategies supports the idea of a connection between NPM and project as a method for regional libraries.