000			01504naa a2200181uu 4500
001			6112815260421
003			OSt
005			20190211161437.0
008			061128s1997 xx ||||gr |0|| 0 eng d
100	1		_aCOHN, Daniel _92339
245	1	0	_aCreating crises and avoiding blame : _bthe politics of public service reform and the new public management in Great Britain and the United States
260			_aThousand Oaks : _bSAGE, _cNovember 1997
520	3		_aThe new public management (NPM) is the result of both pushes (attempts at crisis creation) and pulls (attempts to get along with less and to act more businesslike). These led to a new elite consensus on the role of the state, described by Jessop as the Schumpeterian workfare state. The NPM is seen as the management technology of this policy paradigm. To the degree that the NPM represents a broad agreement on how government should operate in light of this new consensus on the role of the state, it is a positive development. However, the NPM can also be attractive due to another, more cynical, pull. This is the desire to avoid blame for the costs that transition to this new policy paradigm imposes on society. To the degree that the NPM is used as technique for blame avoidance, its benefits to society decline
773	0	8	_tAdministration & Society _g29, 5, p. 584-616 _dThousand Oaks : SAGE, November 1997 _xISSN 00953997 _w
942			_cS
998			_a20061128 _b1526^b _cNatália
998			_a20100805 _b1641^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c20020 _d20020
041			_aeng