Letting and making managers manage : the effect of control systems on management action in New Zealand`s central government
By: NORMAN, Richard
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Material type: 
ArticlePublisher: 2001International Public Management Journal 4, 1, p. 65-89Abstract: Business-like control systems that seek to let managers manage and hold them accountabel for results hvae been a feature of New Zealand`s public managenment model since the late 1980`s. In the experience of a sample of 41 Capital City puclic servants and consultants, these sustems hvae clarified rolesand responsabilities, created managerial freedoms and led to more transparent information. They have also fostered organizational silos and climate of fear that inhibits inovation, as accountability and transparency have become synonymous with public and political criticism. Using a four-sided levers of control model (Simons 1995) the paper concludes that the New Zeland systems overemphasizes diagnostic controls based on formal plans and overlooks the paradox that effective control reporting and more motivating, but less easily observed, controls related to organizational purpose an learning
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Business-like control systems that seek to let managers manage and hold them accountabel for results hvae been a feature of New Zealand`s public managenment model since the late 1980`s. In the experience of a sample of 41 Capital City puclic servants and consultants, these sustems hvae clarified rolesand responsabilities, created managerial freedoms and led to more transparent information. They have also fostered organizational silos and climate of fear that inhibits inovation, as accountability and transparency have become synonymous with public and political criticism. Using a four-sided levers of control model (Simons 1995) the paper concludes that the New Zeland systems overemphasizes diagnostic controls based on formal plans and overlooks the paradox that effective control reporting and more motivating, but less easily observed, controls related to organizational purpose an learning
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