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dc.contributor.authorRobinson, Dorcas*
dc.contributor.editorEade, Deborahen
dc.date.accessioned2011-05-24T09:49:58Zen
dc.date.available2011-05-24T09:49:58Zen
dc.date.issued1999-02-01en
dc.identifier.issn0961-4524en
dc.identifier.doi10.1080/09614529953232en
dc.identifier.urihttp://hdl.handle.net/10546/130394en
dc.descriptionWith its emphasis on target-setting and performance measures, the New Public Management (NPM) appears to offer a coherent and 'no-nonsense' approach to public sector reform and the public management task. This article suggests that three questions require further thought: 'Management of what?', 'Management by whom?', and 'How to manage?' It considers these questions using the case of Community Based Health Care (CBHC) and its promotion by NGOs in Tanzania. The article argues that the task of public management is one of managing an arena of public action which includes (and excludes) a range of actors and agendas. Once this is taken into account, it becomes clear that the challenge to all development managers is how to manage more effective interdependence.<p>This article is hosted by our co-publisher Taylor & Francis.</p>en
dc.format.extent10en
dc.format.mimetypePDFen
dc.language.isoEnglishen
dc.publisherOxfam GBen
dc.publisherRoutledgeen
dc.relation.urlhttp://policy-practice.oxfam.org.uk/publications/the-development-management-task-and-reform-of-public-social-services-130394
dc.subjectApproach and methodology
dc.titleThe development management task and reform of 'public' social servicesen
dc.typeJournal articleen
dc.identifier.eissn1364-9213en
dc.identifier.journalDevelopment in Practiceen
oxfam.signoff.statusFor public use – can be shared outside Oxfamen
oxfam.subject.countryTanzaniaen
oxfam.subject.keywordDevelopment methods
oxfam.subject.keywordDevelopment in Practice Journal
oxfam.subject.keywordDiP
prism.issuenameDevelopment Management in Practiceen
prism.number1 & 2en
prism.volume9en


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