000			01961naa a2200193uu 4500
001			0041612122537
003			OSt
005			20190211171023.0
008			100416s2009 xx ||||gr |0|| 0 eng d
100	1		_aARAÚJO, Joaquim Filipe Ferraz Esteves de _927858
245	1	0	_aImplementing performance-based management in the traditional bureaucracy of Portugal
260			_aMalden : _bWiley-Blackwell, _cSeptember 2009
520	3		_aThe influence of the New Public Management (NPM) movement in Portuguese administrative reform has been one of the country's noticeable trends in recent decades (Araújo 2001, 2002a; Rocha 2001). Many governments have aimed to introduce a new managerial rationality in public services. The literature about administrative reform shows that institutional bureaucracies resist change, particularly when it challenges prevailing practices and procedures (Bjur and Caiden 1978; Olsen 1991). Thus, the influence of NPM in administrative reform has found different expressions and, in several countries, the introduction of NPM ideas is a limited and superficial phenomenon (Pollitt 2000). This paper contributes to these debates. It examines the influence of New Public Management ideas in Portuguese administrative reform and discusses improvements in the way public services are implementing change using new managerial tools in Portugal: the Activity Plan (AP) and the Activity Report (AR). The data collected from official reports and a questionnaire show that the juridical-administrative model persists and transforms both Activity Plan and Activity Report into little more than a formality, another routine to be followed.
700	1		_aBRANCO, José Francisco Angelino _939520
773	0	8	_tPublic Administration: An International Quarterly _g87, 3, p. 557-573 _dMalden : Wiley-Blackwell, September 2009 _xISSN 00333298 _w
942			_cS
998			_a20100416 _b1212^b _cDaiane
998			_a20100420 _b1557^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32423 _d32423
041			_aeng