000			01589naa a2200169uu 4500
001			5031113164447
003			OSt
005			20190211181338.0
008			150311s2002 xx ||||gr |0|| 0 eng d
100	1		_aMARTIN, Steve _96724
245	1	0	_aThe modernization of UK local government : _bmarkets, managers, monitors and mixed fortunes
260			_aUK : _bTaylor & Francis , _cset. 2002
520	3		_aSince 1997 UK central c]government has launched a bewildering array of new initiatives know collectively as the 'local government modernizing agenda' which represent an ambitious attempt to transform the performance and the politics of local authorities in the UK. The aim is to improve local sevices, enhance community government. Some of the key elements of this agenda, notably attempts to persuade authorities to make greater use of markets, to encourage strategic management techniques and the reliance on external monitoring, draw heavily upon the New Public Management and biuld directly upon previous reforms. Others, in particular the emergence of a more diversified approach to public service improvement. The result is a combination of mutiple drivers of change and paradoxal 'operating codes' which reflect both the politics of the modernizing agenda and our current lack of understanding about which approsches will prove most effective in enabling performande improvement in the public sector
773	0	8	_tPublic Management Review _g4, 3, p. 291-307 _dUK : Taylor & Francis , set. 2002 _xISSN 14719037 _w
942			_cS
998			_a20150311 _b1316^b _cAna
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c47581 _d47581
041			_aeng