加纳地方政府的新公共管理分析-行政管理专业论文.docxVIP

华中科技大学硕士学位论文 华中科技大学硕士学位论文 PAGE 10 PAGE 10 1 Background and Methodology Introduction There was a prophetic statement by the first president of Ghana that triggered the evolution of NPM in service delivery in Ghana. It is paraphrased this way: It amazes me that up to the present many civil servants do not realize that we are living in a revolutionary era. This Ghana, which has lost so much time serving colonial masters, cannot afford to be tied down to archaic snail-pace methods of work which obstruct expeditious progress. ... civil servants, therefore, must develop a new orientation, a sense of mission and urgency, to enable them to eliminate all tendencies towards ‘red tapeism’, bureaucracy and waste. Civil servants must use their initiative to make the civil service an effective instrument in the rapid development of Ghana (Nkrumah, 1961a:5). Subsequently, by the commencement of the 1990s, a new model of public sector management had emerged in most advanced countries and many developing ones. Initially, the new model had several names, including: ‘managerialism’ (Pollitt, 1993); ‘new public management’ (Hood, 1991); ‘market-based public administration’ (Lan and Rosenbloom, 1992); the ‘post-bureaucratic paradigm’ (Barzelay, 1992) or ‘entrepreneurial government’ (Osborne and Gaebler, 1992). Despite the differing names, they all essentially describe the same phenomenon. The literature has more or less settled on new public management, often abbreviated to NPM, a term coined by Hood (1991), a persistent critic. Various authors also include privatization, decentralization and downsizing as part of the package (Ingraham 1996; Minogue 1998). This has been a product of a number of factors, as well as the economic and fiscal crises of the state that called the post-war consensus on the active role of the state in the economy into serious question. In developed economies such as the United Kingdom, Canada and Australia, the crisis in the Keynesian welfare state incited t