000			01805naa a2200193uu 4500
001			11566
003			OSt
005			20240625165408.0
008			030225s2006 xx ||||gr |0|| 0 eng d
100	1		_99616 _aSchedler, Kuno
245	1	0	_aQuality in public management : _bthe customer perspective
260			_c2000
520	3		_aThis article presents reflections on the transposition of the private-sector concept of Total Quality Management (TQM) to the public sector. We search for answers to the following questions: at what levels of the public sector is the concept of TQM operative?; how must the concept of TQM be interpreted for its transposition to the public sector? What are the connections between tthe conventional quality-assurance control principles of public management and TQM? TQM intends to exercise influence on organizational action. Action by the state and, in this specific case, by public management requires legitimization. For this reason, the notion of legitimization must be analyzed more closely, and the operative levels of TQM must be placed in their respective contexts. Legitimization may be considered to have three layers: basic legitimization is a product of the social contract and refers to the state and its structures in general terms; institutional legitimization relates to public management as an instituion, and to its outward manifestations; and individual legitimization is the product of specific contacts between management and its customers. It is on this individual level that most changes are sought by New Public Management
700	1		_aFELIX, JURG _920356
773	0	8	_tInternational Public Management Journal _g3, 1, p. 125-143 _d, 2000 _w
942			_cS
998			_a20030225 _bLucima _cLucimara
998			_a20060213 _b1509^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11689 _d11689
041			_aeng