Book Review. GOVERNANCE IN TRANSITION Public Management reforms in OECD Countries
| Published date | 01 October 1996 |
| Date | 01 October 1996 |
| DOI | http://doi.org/10.1002/(SICI)1099-162X(199610)16:4<415::AID-PAD899>3.0.CO;2-1 |
| Author | PAUL COLLINS |
PUBLIC
ADMINISTRATION AND
DEVELOPMENT, VOL.
16,415416
(1996)
Book
Review
GOVERNANCE IN TRANSITION
Public
Management reforms
in
OECD Countries
OECD, Paris, 1995, pp. 191, ISBN: 92-64-14486-2 (also in French)
This volume presents an overview of public management reforms in OECD countries. It does
so
under four major themes: the challenges to government capacities; the major transition in
governance that is under way; the trade offs between reforms and new issues raised; and the
future agenda.
Pressure to control public expenditure has long driven efforts to increase efficiency and
economy. But, today, several factors combine to intensify pressure for more fundamental
reforms. OECD economies are undergoing profound structural change.
An
increasingly open
international economy puts a premium on national competitiveness and highlights the mutual
dependence of the public and private sectors. Citizen demand is more diversified and
sophisticated and, at the same time, the ability of governments to deal with stubborn societal
problems is being questioned. The policy environment is marked by great turbulence,
uncertainty and an accelerating pace
of
change. Meanwhile, large public debt and fiscal
imbalances limit governments’ room for manoeuvre.
Traditional governance structures and managerial responses are increasingly ineffectual in
this context. Radical change is required in order to protect the very capacity to govern and
deliver services. This involves a rethinking of the rationale for government intervention, and
reworking incentives, strengthening decision-making and reassessing cost-effectiveness in the
public sector. Flexibility to adapt to changing circumstances is crucial: organizations need to
build a capacity to adapt continuously.
Countries have responded to these challenges differently. Although there is no one, best,
model of public sector management, common reform trends can be identified. Some
of
these
have been inspired by best private sector practice, adapted to public sector needs. The
objective is fundamental change, transforming behaviour and attitudes. Two vital elements of
public service reform strategies stand out: a closer focus on results in terms of efficiency,
effectiveness and quality of service, and the replacement of highly centralized hierarchical
structures with decentralized management environments. Other key principles are flexibility
to
explore alternatives to direct public provision and regulation, thus enhancing choice;
stimulation of competitive environments; and strengthening strategic capacities at the centre
of government. Most countries have initiated significant structural change through policies of
privatization and corporatisation. Some have made reducing the core public service
a
key
objective.
Devolving authority and providing flexibility in resource use are comer-stones of the new
managerial approach being adopted
to
develop
a
performance-oriented culture. They are
complemented by more stringent accountability for performance through contractual
arrangements, target-getting and strengthened reporting. Letting and making managers
manage sums up the stratgy. Effective human resources management is central. Priorities
include the development of high-quality leadership and management, and the introduction of
personnel and labour practices that are more flexible and performance-oriented, accompanied
by staff training.
Making government more client-oriented is crucial to making it more performance
oriented. Progress has been made in several areas, such as access to services, transparency, and
provision
of
grievance procedures. Commitment to public standards of service appears
0
1996 by John Wiley
&
Sons, Ltd.
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