Chapter

O’Brien, J. 1995 ‘Workplace Productivity Bargaining in the Australian Public Service', in J Stewart (ed), From Hawke to Keating: Australian Commonwealth Administration 1990 - 1993', Centre for Research in Public Sector Management, University of Canberra and the Royal Institute of Public Administration, Australia, Canberra: 85 - 101.

January 1995

Authors:

John O'Brien

The University of Sydney

Whatever Happened to Frank and Fearless?: The impact of new public management on the Australian Public Service

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New Public Management (NPM) is a management philosophy used by the government since 1980s to modernize the public sectors. Although NPM based reforms originated in developed nations namely UK, New Zealand, Australia and USA, since 1990s it has been applied in developing countries too. In Bangladesh, although various efforts for reforming public administration have taken place since early 1970s ... [Show full abstract] after her independence, but reform efforts after 1990 have introduced some reforms ideas related to the NPM model for making public sector more effective and result oriented. Unexpectedly such initiatives to implement NPM oriented reform have not been effective to bring positive changes in Bangladesh public administration as per their objectives. This article mainly examines how the political and bureaucratic factors, faulty application process of NPM oriented reform and state tradition of continuous failure to implement reform influence the extent of NPM initiative and implementation in Bangladesh. By developing a theoretical model it has been shown that in achieving the outcomes of NPM model, how those factors play a determining role. Accordingly, this paper briefly reviews what constitutes NPM ideas and how does it apply in global context, followed by a discussion of the administrative reform and NPM in the context of Bangladesh.

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Improving accountability in public services has been a central ob- jective of many public sector reforms in recent years. Chief among these have been eorts to generate observable performance measures

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This work explores how reshaping budget rules and how they are applied presents a preferred means of public sector budgeting, rather than simply implementing fewer rules. Through enhanced approaches to resource flexibility, government entities can ensure that public money is used appropriately while achieving the desired results. The authors identify public budgeting practices that inhibit ... [Show full abstract] responses to complex problems and examine how rule modification can lead to expanded budget flexibility. Through a nuanced understanding of the factors underlying conventional budget control, the authors use budget reforms in Australia to show the limits of rule modification and propose "rule variability" as a better means of recalibrating central control and situational flexibility. Here, policy makers and public management academics will find a source that surveys emerging ways of reconciling control and flexibility in the public sector.iv

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