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001			9061811314713
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005			20190211165108.0
008			090618s2009 xx ||||gr |0|| 0 eng d
100	1		_916622 _aDenhardt, Robert B.
245	1	0	_aThe new public service : _bserving rather than steering
260			_aMalden, MA : _bBlackwell Publishers, _cnov./dec.2000
520	3		_aThe New Public Management has championed a vision of public managers as the entrepreneurs of a new, leaner, and increasingly privatized government, emulating not only the practices but also the values of business. Proponents of the New Public Management have developed their arguments largely through contrasts with the old public administration. In this comparison, the New Public Management will, of course, always win. We argue here that the better contrast is with what we call the "New Public Service," a movement built on work in democratic citizenship, community and civil society, and organizational humanism and discourse theory. We suggest seven principles of the New Public Service, most notably that the primary role of the public servant is to help citizens articulate and meet their shared interests rather than to attempt to control or steer society.
590			_aPublic Administration Review PAR
590			_aNovember/December 2000 Volume 60 Number 6
700	1		_aDENHARDT, Janet Vinzant _916565
773	0	8	_tPublic Administration Review: PAR _g60, 6, p. 549-559 _dMalden, MA : Blackwell Publishers, nov./dec.2000 _xISSN 00333352 _w
942			_cS
998			_a20090618 _b1131^b _cmayze
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c29516 _d29516
041			_aeng