Exam (elaborations)
PUB3706 ASSIGNMENT 06 SEMESTER 02 2023 (176781) (PORTFOLIO)
- Institution
- University Of South Africa (Unisa)
PUB3706 ASSIGNMENT 06 SEMESTER 02 2023. CONTINUOUS ASSESSMENT. PORTFOLIO.
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FULL NAMES:STUDENT NUMBER:
UNIQUE NUMBER: 176781
MODULE CODE: PUB3706
MODULE NAME: REFLECTIVE PUBLIC ADMINISTRATION
ASSIGNMENT: 06 (PORTFOLIO)
DUE DATE: 09 OCTOBER 2023
NB: INCLUDE A TABLE OF CONTENTS USING THE HEADINGS AND
SUBHEADINGS (BOLD) OF THE ESSAY. MAIN ESSAY AND EXTRA ESSAY (SAME
TOPIC. CHOOSE ONE.
, 1. Introduction
In recent decades, the concept of New Public Management (NPM) has gained prominence as a
framework for transforming public sector operations. This essay aims to critically analyze NPM
by addressing three key aspects: the appropriateness of modeling public sector transactions on
private sector principles, the main criticisms against NPM, and providing pertinent examples to
support the discussion.
The concept of New Public Management (NPM) emerged in the 1980s as a response to the
perceived inefficiencies of traditional bureaucratic models in the public sector. This portfolio
aims to provide an overview of NPM, evaluating whether transactions in the public sector
should be modeled on those in the private sector, highlighting the main criticisms against NPM,
and offering relevant examples to support the arguments presented.
2. Transactions in the Public Sector: Private Sector Modeling
The idea of applying private sector practices to the public sector has been a subject of debate.
Advocates argue that adopting business-oriented approaches can enhance efficiency,
responsiveness, and customer service in government operations (Hood, 1991). For instance,
introducing competitive tendering for services and utilizing performance-based contracts can
lead to cost savings and improved service delivery (Pollitt & Bouckaert, 2011). The idea of
modeling public sector transactions after those in the private sector has been a subject of
extensive debate. Advocates argue that incorporating market-oriented practices can enhance
efficiency and responsiveness in public service delivery (Hood, 1991). For instance, introducing
competition and performance-based incentives can drive productivity and innovation, leading to
better outcomes for citizens.
However, it is crucial to recognize that public and private sectors have distinct objectives and
accountability structures. Public services are obligated to serve the collective good, ensuring
equitable access and protection of vulnerable populations. Attempting to wholly emulate private
sector practices can potentially lead to neglecting these vital social responsibilities (Osborne &
Gaebler, 1992). Furthermore, public services often deal with complex, non-market goods, such
as healthcare and education, where outcomes are not solely driven by profit margins.
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