000			01570naa a2200181uu 4500
001			11565
003			OSt
005			20190211155525.0
008			030225s2006 xx ||||gr |0|| 0 eng d
100	1		_aGREGORY, Robert _94341
245	1	0	_aGetting better but feeling worse? Public sector reform in New Zealand
260			_c2000
520	3		_aIn the author's view, a price has been paid for the overly narrow theoretical framework used to design the state sector reforms in New Zealand. According to Gregory, the way ahead must be informed both by more eclectic theoretical input, and also by closer dialogue between theory and practice. He argues elsewhere that the state sector reforms in New Zealand, especially in their application to the public service, have been too `mechanistic', and too blind to the important `organic' dimensions of public organizations. They have focused too much on physical restructurin, attempting to reduce the complex, vital, and dyanamic reality of governmental processes to essentially artificial dualities, such as `outputs' and `outcomes', `owner' and `purchaser', `funder' and `provider'. They have tended to ignore the less quantifiable and more holistic elements that in New Zealand underpinned astrong culture of public service trustreeship. He concludes that it is difficult to be persuade that reform has all been for the good
773	0	8	_tInternational Public Management Journal _g3, 1, p. 107-123 _d, 2000 _w
942			_cS
998			_a20030225 _bLucima _cLucimara
998			_a20060213 _b1502^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11688 _d11688
041			_aeng