000			01767naa a2200181uu 4500
001			10530
003			OSt
005			20190211155101.0
008			030129s2005 xx ||||gr |0|| 0 eng d
100	1		_aARELLANO-GAULT, David _919590
245	1	0	_aChallenges for the new public management : _borganizational culture and the administrative modernization program in Mexico City (1995-1997)
260			_c2000
520	3		_aIn developed countries, new public management (NPM) is typically used to improve existing institutions democratically where the bureaucracy is already controlled through agencies and institutions. However, in Mexico, it is being used as a top-down reform strategy where solid institutional frameworks, rule of law, checks and balances, civil service system, and accountability systems are all absent or ineffective. In the absence of robust institutions for administrative control and oversight, this use of NPM reform strategies faces twp basic dangers:(a) overrelying on techniques over substantive reform and (b) underestimating the difficulty of changing the existing bureaucratic culture. Given the current political and institutitonal sitution in Mexico, the most probable outcome of implementing NPM ideas is symbolic rather than actual change. That is, government is most likely to implement reengineering teams but to render them ineffective by retainnnig the existig vertical and authoritarian structure and culture. A case study evalutaing Mexico City`s NPM-based administrative reform program is used to support these conclusions
773	0	8	_tThe American Review of Public Administration _g30, 4, p. 400-413 _d, 2000 _w
942			_cS
998			_a20030129 _bCassio _cCassio
998			_a20060720 _b1221^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c10656 _d10656
041			_aeng