000			02050naa a2200229uu 4500
001			9052110334413
003			OSt
005			20240226143431.0
008			090521s2009 xx ||||gr |0|| 0 eng d
100	1		_913710 _aPeters, B. Guy
245	1	0	_aManaging incoherence : _bthe coordination and empowerment conundrum
260			_aMalden, MA : _bBlackwell Publishers, _cmay/june 1996
520	3		_aTwo dimensiones of administrative change in contemporany democracies are at war with one another. On the one hand, the "new public management" argues that organizations should decentralize and empower lower echelon employees. Further, government is urged to decentralize
520	3		_astructurally and to create autonomous nad semiautonomous organizations to deliver public services. On the other hand, continuing fiscal pressures and the requirements of the global economy point to the need to coordinate better not only policies but also programs which increasingly cut across departmental or agency lines. The united states presents an extreme case of the need coordinate multiple and often incoherent programs. That need has to a great extent been exacerbated by reforms stemming from the national performance review (NPR). The research reported in this article examines the impact of the NPR on the behavior of central agencies in Washington - the office of management and budget, the office of personnel management, and the general services administration. We argue that despite the changes over the past year, the fundamental nature of central agencies has not been transformed, and they are still very in the business of imposing central policy and management controls.
590			_aPublic administration review PAR
590			_aMay/June 1996 Volume 56 Number 3
700	1		_922371 _aSavoie, Donald J.
773	0	8	_tPublic administration review: PAR _g56, 3, p. 281-290 _dMalden, MA : Blackwell Publishers, may/june 1996 _xISSN 00333352 _w
942			_cS
998			_a20090521 _b1033^b _cmayze
998			_a20090521 _b1114^b _cmayze
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c29177 _d29177
041			_aeng