000			01495naa a2200181uu 4500
001			6707
003			OSt
005			20190211154140.0
008			020909s2005 xx ||||gr |0|| 0 eng d
100	1		_aNORMAN, Richard _97783
245	1	0	_aLetting and making managers manage : _bthe effect of control systems on management action in New Zealand`s central government
260			_c2001
520	3		_aBusiness-like control systems that seek to let managers manage and hold them accountabel for results hvae been a feature of New Zealand`s public managenment model since the late 1980`s. In the experience of a sample of 41 Capital City puclic servants and consultants, these sustems hvae clarified rolesand responsabilities, created managerial freedoms and led to more transparent information. They have also fostered organizational silos and climate of fear that inhibits inovation, as accountability and transparency have become synonymous with public and political criticism. Using a four-sided levers of control model (Simons 1995) the paper concludes that the New Zeland systems overemphasizes diagnostic controls based on formal plans and overlooks the paradox that effective control reporting and more motivating, but less easily observed, controls related to organizational purpose an learning
773	0	8	_tInternational Public Management Journal _g4, 1, p. 65-89 _d, 2001 _w
942			_cS
998			_a20020909 _bCassio _cCassio
998			_a20060502 _b1209^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c6867 _d6867
041			_aeng