The New Public Management - Historique des versions

Arthur le 9 juin 2021 à 07:02

2021-06-09T07:02:15Z

← Version précédente		Version du 9 juin 2021 à 09:02
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	According to Max Weber, bureaucracy is the superior form of organization. Political neutrality is political and administrative separation. The administration must be at the service of the government and therefore apolitical, otherwise, it will not be able to function properly. For Weber, the tasks are predetermined by texts known to everyone, such as laws, for example, there is a hierarchy of functions to ensure control at all levels, rules and decisions are to ensure equal treatment. Bureaucrats must also be competent and politically neutral. Job security is regarded by Weber as a guarantee of public service.		According to Max Weber, bureaucracy is the superior form of organization. Political neutrality is political and administrative separation. The administration must be at the service of the government and therefore apolitical, otherwise, it will not be able to function properly. For Weber, the tasks are predetermined by texts known to everyone, such as laws, for example, there is a hierarchy of functions to ensure control at all levels, rules and decisions are to ensure equal treatment. Bureaucrats must also be competent and politically neutral. Job security is regarded by Weber as a guarantee of public service.

	The new public management criticizes Weber's model, because it is a very rigid model, unrealistic in particular as regards the gaps between the work required and the actual work and not very adaptable. This is the gap that Crozier and Friedberg had already shown with the vicious circle theory. For Crozier, for each new situation, there will be a new rule and therefore an inflation of rules, procedures, but also services, authorities and departments that will try to implement these rules and procedures, making the administration sprawling, which makes it an inefficient economic model. A critique is based on the notion of motivation referring to human resources management and Mayo. It's a monotonous job, with little use of creativity and a set of specifications. The other criticism stems from the notion of job stability and job security, which runs counter to Weber's claim that job stability is not a source of manipulation, but a source of "slipping". If the public servant knows that regardless of performance, he or she is going to keep his or her job, he or she would do little to increase his or her job or salary. This argument relates to the extrinsic aspect of the design, i. e. it is not the content of the work that motivates, but the benefits. To ensure that people are motivated, there must be benefits attached to the quality of their work. This was more in terms of stick, i. e. penalisation, than motivation. There is the idea of endangering people with the risk of job loss if performance is not achieved.		The new public management criticizes Weber's model because it is a very rigid model, unrealistic in particular as regards the gaps between the work required and the actual work and not very adaptable. This is the gap that Crozier and Friedberg had already shown with the vicious circle theory. For Crozier, for each new situation, there will be a new rule and therefore an inflation of rules, procedures, but also services, authorities and departments that will try to implement these rules and procedures, making the administration sprawling, which makes it an inefficient economic model. A critique is based on the notion of motivation referring to human resources management and Mayo. It's a monotonous job, with little use of creativity and a set of specifications. The other criticism stems from the notion of job stability and job security, which runs counter to Weber's claim that job stability is not a source of manipulation, but a source of "slipping". If the public servant knows that regardless of performance, he or she is going to keep his or her job, he or she would do little to increase his or her job or salary. This argument relates to the extrinsic aspect of the design, i. e. it is not the content of the work that motivates, but the benefits. To ensure that people are motivated, there must be benefits attached to the quality of their work. This was more in terms of stick, i. e. penalisation, than motivation. There is the idea of endangering people with the risk of job loss if performance is not achieved.

	The theories of the public choice is in particular related to the theory of the agency. The public choice theory has a starting premise which is to say that everyone will try to seek an advantage that is proper. There is the idea of economic rationality, which is very strong. The premise is that everyone will seek to pursue their own interests as well as common ones. The duty officer will behave the same way. This means that every civil servant, every head of department will have in mind to maximize his interest, to try to have as many budgets as possible for his service, the most benefit to deliver or even as much prestige as possible. As a result, the public administration becomes much larger.		The theories of the public choice is in particular related to the theory of the agency. The public choice theory has a starting premise which is to say that everyone will try to seek an advantage that is proper. There is the idea of economic rationality, which is very strong. The premise is that everyone will seek to pursue their own interests as well as common ones. The duty officer will behave the same way. This means that every civil servant, every head of department will have in mind to maximize his interest, to try to have as many budgets as possible for his service, the most benefit to deliver or even as much prestige as possible. As a result, the public administration becomes much larger.

Arthur le 18 avril 2021 à 09:09

2021-04-18T09:09:40Z

← Version précédente		Version du 18 avril 2021 à 11:09
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	= Why reform the "bureaucratic model"? =		= Why reform the "bureaucratic model"? =

	According to Max Weber, bureaucracy is the superior form of organization. Political neutrality is political and administrative separation. The administration must be at the service of the government and therefore apolitical, otherwise it will not be able to function properly. For Weber, the tasks are predetermined by texts known to everyone, such as laws, for example, there is a hierarchy of functions to ensure control at all levels, rules and decisions are to ensure equal treatment. Bureaucrats must also be competent and politically neutral. Job security is regarded by Weber as a guarantee of public service.		According to Max Weber, bureaucracy is the superior form of organization. Political neutrality is political and administrative separation. The administration must be at the service of the government and therefore apolitical, otherwise, it will not be able to function properly. For Weber, the tasks are predetermined by texts known to everyone, such as laws, for example, there is a hierarchy of functions to ensure control at all levels, rules and decisions are to ensure equal treatment. Bureaucrats must also be competent and politically neutral. Job security is regarded by Weber as a guarantee of public service.

	The new public management criticizes Weber's model, because it is a very rigid model, unrealistic in particular as regards the gaps between the work required and the actual work and not very adaptable. This is the gap that Crozier and Friedberg had already shown with the vicious circle theory. For Crozier, for each new situation, there will be a new rule and therefore an inflation of rules, procedures, but also services, authorities and departments that will try to implement these rules and procedures, making the administration sprawling, which makes it an inefficient economic model. A critique is based on the notion of motivation referring to human resources management and Mayo. It's a monotonous job, with little use of creativity and a set of specifications. The other criticism stems from the notion of job stability and job security, which runs counter to Weber's claim that job stability is not a source of manipulation, but a source of "slipping". If the public servant knows that regardless of performance, he or she is going to keep his or her job, he or she would do little to increase his or her job or salary. This argument relates to the extrinsic aspect of the design, i. e. it is not the content of the work that motivates, but the benefits. To ensure that people are motivated, there must be benefits attached to the quality of their work. This was more in terms of stick, i. e. penalisation, than motivation. There is the idea of endangering people with the risk of job loss if performance is not achieved.		The new public management criticizes Weber's model, because it is a very rigid model, unrealistic in particular as regards the gaps between the work required and the actual work and not very adaptable. This is the gap that Crozier and Friedberg had already shown with the vicious circle theory. For Crozier, for each new situation, there will be a new rule and therefore an inflation of rules, procedures, but also services, authorities and departments that will try to implement these rules and procedures, making the administration sprawling, which makes it an inefficient economic model. A critique is based on the notion of motivation referring to human resources management and Mayo. It's a monotonous job, with little use of creativity and a set of specifications. The other criticism stems from the notion of job stability and job security, which runs counter to Weber's claim that job stability is not a source of manipulation, but a source of "slipping". If the public servant knows that regardless of performance, he or she is going to keep his or her job, he or she would do little to increase his or her job or salary. This argument relates to the extrinsic aspect of the design, i. e. it is not the content of the work that motivates, but the benefits. To ensure that people are motivated, there must be benefits attached to the quality of their work. This was more in terms of stick, i. e. penalisation, than motivation. There is the idea of endangering people with the risk of job loss if performance is not achieved.

Arthur le 27 février 2018 à 09:18

2018-02-27T09:18:36Z

← Version précédente		Version du 27 février 2018 à 11:18
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	{{Translations		{{Translations
	\| fr = La Nouvelle Gestion Publique		\| fr = La Nouvelle Gestion Publique
			\| es = La nueva gestión pública
	}}		}}

Arthur le 23 février 2018 à 08:05

2018-02-23T08:05:34Z

← Version précédente		Version du 23 février 2018 à 10:05
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			{{Infobox Lecture
			\| image =
			\| image_caption =
			\| faculté =
			\| département =
			\| professeurs = [[Jean-Michel Bonvin]]<ref>[https://www.unige.ch/sciences-societe/ideso/membres/bonvin/ Page personnelle de Jean-Michel Bonvin sur le site de l'Université de Genève]</ref> <br> [[Frédéric Varone]]<ref>[https://unige.ch/sciences-societe/speri/membres/frederic-varone/ Page personnelle de Frédéric Varone sur le site de l'Université de Genève]</ref><ref>[https://unige.ch/sciences-societe/speri/files/7413/9644/3562/Varone-curriculum_vitae-042014.pdf CV de Frédéric Varone en français]</ref>
			\| assistants =
			\| enregistrement =
			\| cours = [[Administration and Public Policy]]<ref>[http://wadme.unige.ch:3149/pls/opprg/w_det_cours.debut?p_code_cours=T207013&p_plan_is=0&p_langue=1&p_frame=N&p_mode=PGC&p_annee=2014&p_suffixe=&p_grtri=12294 Programme des cours - année académique 2014-2015 - Administration et politiques publiques I (T207013 CR)]</ref>
			\| lectures =
			*[[What is a public administration?]]
			*[[Classical authors: Weber, Taylor and Fayol]]
			*[[The Swiss Federal Administration: an overview]]
			*[[Sociological criticism of the bureaucratic model: Crozier and Friedberg]]
			*[[Psychosocial Critics: The School of Human Resources and theories of motivation]]
			*[[The administrative structures]]
			*[[The Public Service]]
			*[[Administration and political decision]]
			*[[Administration and Interest Groups]]
			*[[Administration and implementation of public policies]]
			*[[Auditing public administration: the Court of Auditors within the Geneva system]]
			*[[The New Public Management]]
			}}

	New public management is a way of saying how to manage public administration or government-subsidized institutions so that they work as well as possible. The new public management starts with the question of why we need to reform public management in order to reform the Weber model.		New public management is a way of saying how to manage public administration or government-subsidized institutions so that they work as well as possible. The new public management starts with the question of why we need to reform public management in order to reform the Weber model.

Arthur le 20 février 2018 à 09:07

2018-02-20T09:07:13Z

← Version précédente		Version du 20 février 2018 à 11:07
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	New public management is a way of saying how to manage public administration or government-subsidized institutions so that they work as well as possible. The new public management starts with the question of why we need to reform public management in order to reform the Weber model.		New public management is a way of saying how to manage public administration or government-subsidized institutions so that they work as well as possible. The new public management starts with the question of why we need to reform public management in order to reform the Weber model.

			{{Translations
			\| fr = La Nouvelle Gestion Publique
			}}

	= Why reform the "bureaucratic model"? =		= Why reform the "bureaucratic model"? =

Arthur : /* Principles and Tools of New Public Management: An Overview */

2018-02-20T09:05:23Z

Principles and Tools of New Public Management: An Overview

← Version précédente		Version du 20 février 2018 à 11:05
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	These authors distinguish eleven "theoretical" principles from which all the new public management tools can be derived:		These authors distinguish eleven "theoretical" principles from which all the new public management tools can be derived:
	*~~{{citation\|Lâche la rame et tiens le gouvernail}} : c’est la séparation des objectifs stratégiques et opérationnels~~. ~~Les questions stratégiques doivent être du ressort des chefs de~~ service ~~et les questions opérationnelles par les agents de terrain~~. ~~Une même personne ne doit pas s’occuper des deux~~ ;		*It is the separation of strategic and operational objectives. Strategic issues should be left to the heads of service and operational issues to the field officers. One person should not care for both;
	*~~{{citation\|Le pouvoir aux usagers}}~~ : ~~mise sur pied de politiques orientées vers la communauté~~, ~~c’est-à-dire contrôlées et parfois gérées par les usagers~~. ~~Il faut remettre au~~ centre ~~les usagers~~. ~~Le modèle précédent faisait le contraire~~ ;		*Power to the users ": development of community-based policies, i. e. policies that are controlled and sometimes managed by the users. The users must be given back to the centre. The previous model did the opposite;
	*~~{{citation\|~~Vive la concurrence}} : introduction ~~de la~~ notion ~~de «~~ quasi-~~marché » ainsi que du~~ benchmarking. ~~Il faut sortir l’État du monopole~~ public ~~allant vers un~~ quasi-~~marché qui est un marché des prestations publiques~~. ~~Au sein même de l’administration~~, ~~on va comparer les différents services entre~~-~~deux pour voir celui qui a la meilleure~~ performance. ~~Cela permet de déterminer les meilleures pratiques qui vont être appliquées en suite à l’ensemble des~~ services ;		*Vive la concurrence ": introduction of the notion of" quasi-market "and benchmarking. The State must be removed from the public monopoly towards a quasi-market, which is a market for public services. Within the administration itself, we will compare the different departments in-between to see which one has the best performance. This helps to identify the best practices that will be applied to all services;
	*~~{{citation\|Priorité aux objectifs}}~~ : introduction ~~de la~~ notion ~~de «~~ controlling ~~» et passer du système légaliste à un système orienté résultat~~ ;		*Priority to objectives ": introduction of the notion of" controlling "and transition from the legalist system to a result-oriented system;
	*~~{{citation\|Et si l’on s’intéressait un peu aux résultats}}~~ : introduction ~~de la~~ notion ~~de «~~ performance ~~» et du « rendement »~~. ~~L’administration publique doit devenir performante~~, ~~être aussi efficiente et efficace que possible dans l’atteinte des résultats~~ ;		*What if there was a little interest in results ": introduction of the notion of" performance "and" return ". Public administration must become effective, efficient and effective in achieving results;
	*~~{{citation\|Les besoins de l’usager d’abord}}~~ : ~~répondre aux besoins de l’usager et non de l’administration~~. ~~C’est l’introduction de la~~ notion ~~de « bénéfice » pour les usagers~~ ;		*User needs first ": meet the needs of the user and not the administration. This is the introduction of the notion of "benefit" for users;
	*~~{{citation\|Gagner de l’argent et pas seulement en dépenser}}~~ : introduction ~~de la notion de « bénéfice » dans le secteur~~ public, ~~mais aussi du~~ concept ~~de «~~ value for money » ;		*Earning money and not just spending it ": introduction of the concept of" profit "in the public sector, but also the concept of" value for money ";
	*~~{{citation\|Prévenir vaut mieux que guérir}}~~ : introduction ~~de la~~ notion ~~d’«~~ anticipation » ;		*Prevention is better than cure ": introduction of the notion of" anticipation ";
	*~~{{citation\|Moins de hiérarchie~~, ~~plus de~~ participation}} : introduction ~~d’une nouvelle pyramide hiérarchique~~, ~~ainsi que du~~ concept ~~d’«~~ inclusion ~~des usagers »~~. ~~L’usager doit être partie prenante de l’administration publique~~ ;		*Less hierarchy, more participation ": introduction of a new hierarchical pyramid, as well as the concept of" user inclusion ". The user must be a stakeholder in the public administration;
	*~~{{citation\|L’État au secours du marché~~, ~~le marché au~~ service ~~de l’État}}~~ : introduction ~~d’un nouveau partenariat~~ public-~~privé~~. ~~L’idée est de dire que l’État et le marché devraient travailler dans le cadre d’un partenariat~~. ~~Cela équivaut à recentrer les missions de l’État sur les usagers et la qualité des prestations et des~~ services ~~fournis~~ ;		*The State to the rescue of the market, the market at the service of the State ": introduction of a new public-private partnership. The idea is to say that the state and the market should work in partnership. This is tantamount to refocusing the State's tasks on the users and the quality of the services provided;
	*~~{{citation\|Un nouveau modèle de gouvernement}}~~ : ~~recentrage des missions de l’État~~.		*A New Model of Government ": Refocusing State Missions.

	== Principles and Tools of New Public Management ==		== Principles and Tools of New Public Management ==

Arthur : /* Principles and Tools of New Public Management: An Overview */

2018-02-20T09:04:00Z

Principles and Tools of New Public Management: An Overview

← Version précédente		Version du 20 février 2018 à 11:04
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	*{{citation\|Le pouvoir aux usagers}} : mise sur pied de politiques orientées vers la communauté, c’est-à-dire contrôlées et parfois gérées par les usagers. Il faut remettre au centre les usagers. Le modèle précédent faisait le contraire ;		*{{citation\|Le pouvoir aux usagers}} : mise sur pied de politiques orientées vers la communauté, c’est-à-dire contrôlées et parfois gérées par les usagers. Il faut remettre au centre les usagers. Le modèle précédent faisait le contraire ;
	*{{citation\|Vive la concurrence}} : introduction de la notion de « quasi-marché » ainsi que du benchmarking. Il faut sortir l’État du monopole public allant vers un quasi-marché qui est un marché des prestations publiques. Au sein même de l’administration, on va comparer les différents services entre-deux pour voir celui qui a la meilleure performance. Cela permet de déterminer les meilleures pratiques qui vont être appliquées en suite à l’ensemble des services ;		*{{citation\|Vive la concurrence}} : introduction de la notion de « quasi-marché » ainsi que du benchmarking. Il faut sortir l’État du monopole public allant vers un quasi-marché qui est un marché des prestations publiques. Au sein même de l’administration, on va comparer les différents services entre-deux pour voir celui qui a la meilleure performance. Cela permet de déterminer les meilleures pratiques qui vont être appliquées en suite à l’ensemble des services ;
	*~~<nowiki>«~~ Priorité aux objectifs}}~~</nowiki>~~ : introduction de la notion de « controlling » et passer du système légaliste à un système orienté résultat ;		*{{citation\|Priorité aux objectifs}} : introduction de la notion de « controlling » et passer du système légaliste à un système orienté résultat ;
	*~~<nowiki>~~{{citation\|Et si l’on s’intéressait un peu aux ~~résultats»</nowiki>~~ : introduction de la notion de « performance » et du « rendement ». L’administration publique doit devenir performante, être aussi efficiente et efficace que possible dans l’atteinte des résultats ;		*{{citation\|Et si l’on s’intéressait un peu aux résultats}} : introduction de la notion de « performance » et du « rendement ». L’administration publique doit devenir performante, être aussi efficiente et efficace que possible dans l’atteinte des résultats ;
	*{{citation\|Les besoins de l’usager d’abord}} : répondre aux besoins de l’usager et non de l’administration. C’est l’introduction de la notion de « bénéfice » pour les usagers ;		*{{citation\|Les besoins de l’usager d’abord}} : répondre aux besoins de l’usager et non de l’administration. C’est l’introduction de la notion de « bénéfice » pour les usagers ;
	*{{citation\|Gagner de l’argent et pas seulement en dépenser}} : introduction de la notion de « bénéfice » dans le secteur public, mais aussi du concept de « value for money » ;		*{{citation\|Gagner de l’argent et pas seulement en dépenser}} : introduction de la notion de « bénéfice » dans le secteur public, mais aussi du concept de « value for money » ;

Arthur : /* Modèles de la nouvelle gestion publique */

2018-02-20T09:02:56Z

Modèles de la nouvelle gestion publique

← Version précédente		Version du 20 février 2018 à 11:02
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	4) Citizen orientation: this is a very theoretical model that is rarely encountered in reality. The idea is to say that citizens should become co-producers of public services, not only because they have been asked to do so in a market or satisfaction survey, but also because they are involved and express themselves on the way in which the service is designed and delivered. The administration will involve the citizen. We are moving towards more participatory decision-making where citizens are co-producers of public services. It would be in the interest of a citizen-oriented approach if, when defining the quality of services, it were no longer the body that would decide, but rather the entirety of the persons concerned who would decide what the provision of public administration should be.		4) Citizen orientation: this is a very theoretical model that is rarely encountered in reality. The idea is to say that citizens should become co-producers of public services, not only because they have been asked to do so in a market or satisfaction survey, but also because they are involved and express themselves on the way in which the service is designed and delivered. The administration will involve the citizen. We are moving towards more participatory decision-making where citizens are co-producers of public services. It would be in the interest of a citizen-oriented approach if, when defining the quality of services, it were no longer the body that would decide, but rather the entirety of the persons concerned who would decide what the provision of public administration should be.

	== ~~Modèles de la nouvelle gestion publique~~ ==		== Models of New Public Management ==

	~~Ce tableau montre qu’il n’y a pas de paradigme unique est que très souvent dans la littérature on distingue plusieurs modèles de la nouvelle gestion publique~~. ~~La plupart des~~ typologies ~~correspondant généralement aux quatre modèles précédents~~.		This table shows that there is no single paradigm is that very often in the literature there are many different models of new public management. Most typologies generally correspond to the four previous models.

	{\| class="wikitable"		{\| class="wikitable"
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	! Ferlie et al. (1996) !! Mönks (1998) !! Bolgiani (2002)		! Ferlie et al. (1996) !! Mönks (1998) !! Bolgiani (2002)
	\|-		\|-
	\| '''~~Modèle de l’efficience~~''' : ~~concurrence et~~ performance ~~productive~~ (~~contrats de prestations~~) \|\| ~~Modèle efficient~~ \|\| ~~TModèle du marché~~		\| '''Efficiency Model''': competition and productive performance (service contracts) \|\| Efficient model \|\| Market Model
	\|-		\|-
	\| '''~~Modèle du~~ downsizing ~~et de la décentralisation~~''' : ~~décentralisation des responsabilités administratives et amaigrissement de l’administration~~ \|\| ~~Modèle de la flexibilité organisationnelle~~ \|\| ~~Modèle décentralisé~~		\| '''Model of downsizing and decentralization''': decentralization of administrative responsibilities and thinning of the administration \|\| Organizational Flexibility Model \|\| Decentralized model
	\|-		\|-
	\| '''~~Modèle de la recherche d’excellence~~''' : culture ~~favorable aux processus d’apprentissage et au~~ leadership \|\| ~~Modèle qualitatif~~ \|\|		\| '''Research Excellence Model''': culture supportive of learning processes and leadership \|\| Qualitative model \|\|
	\|-		\|-
	\| '''~~Modèle d’orientation «~~ service ~~public »~~''' : ~~qualité du~~ service et satisfaction ~~de la clientèle~~ \|\| ~~Modèle participatif~~ \|\| ~~Modèle de qualité~~		\| '''Public service orientation model''': quality of service and customer satisfaction \|\| Participatory model \|\| Quality Model
	\|}		\|}

Arthur : /* Principes et outils de la nouvelle gestion publique : un aperçu */

2018-02-20T09:00:20Z

Principes et outils de la nouvelle gestion publique : un aperçu

Voir les modifications

Arthur : /* Forces et faiblesses de la NGP */

2018-02-20T08:57:58Z

Forces et faiblesses de la NGP

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	\|}		\|}

	= ~~Forces et faiblesses de la NGP~~ =		= Strengths and weaknesses of the NPM =

	~~Dans ''La bureaucratie libérale~~. ~~Nouvelle gestion publique et régulation'' publié en~~ 2004, Giauque ~~se base sur deux études empiriques~~. ~~Il aboutit à un point de vue manichéen de la nouvelle gestion publique avec un discours~~, ~~mais une réalité catastrophique à l’opposé du discours~~. ~~La manière dont la gestion publique est mise en œuvre fait qu’on n’atteint pas les promesses~~.		In The Liberal bureaucracy. New public management and regulation published in 2004, Giauque is based on two empirical studies. It leads to a Manichean view of the new public management with a discourse, but a catastrophic reality at the opposite end of the discourse. The way in which public management is implemented means that promises are not kept.

	~~La nouvelle gestion publique met l’accent sur l’autonomie opérationnelle des~~ services. Giauque ~~n’obverse pas une autonomie opérationnelle~~, ~~mais une forte dépendance vis-à-vis des pouvoirs publics et des décisions budgétaires~~. ~~On n’est pas autonome sur le plan opérationnel~~, ~~mais dépendant parce que le~~ budget ~~et la survie dépendent de l’atteinte des objectifs définis par d’autres~~. ~~Dans les cas étudiés par~~ Giauque, ~~les objectifs ont été définis de manière tellement stricte que les manières de travailler sont dictées par la manière dont les objectifs ont été définis~~. ~~On retrouve une dépendance très forte vis-à-vis des pouvoirs politiques~~.		The new public management emphasizes the operational autonomy of services. Giauque is not obstructing operational autonomy, but a strong dependence on public authorities and budgetary decisions. We are not operationally autonomous, but dependent because budget and survival depend on the achievement of objectives set by others. In the cases studied by Giauque, the objectives have been defined so strictly that the ways of working are dictated by the way in which the objectives have been defined. There is a very strong dependence on political powers.

	~~La nouvelle gestion publique valorise les~~ initiatives ~~individuelles~~, ~~mais lorsque que l’initiative est risquée~~, ~~le compromettent observé est que les gens ne prennent pas d’initiatives~~. ~~Il y~~ a ~~des comportements de retrait, l’initiative est potentiellement une~~ source ~~de mise en~~ danger.		New public management values individual initiatives, but when the initiative is risky, the observed compromise is that people do not take initiatives. There are withdrawal behaviours, the initiative is potentially a source of danger.

	~~Au niveau du discours~~, ~~il y~~ a ~~un accent fort sur la qualité des~~ services, ~~la nouvelle gestion publique permet d’améliorer la qualité des~~ services, ~~mais quand~~ on ~~regarde la base sur laquelle les prestations sont évaluées~~, ~~dans beaucoup de cas, les prestations sont évaluées sur leur coût~~. ~~On insiste sur la qualité des prestations, mais dans les faits~~, on ~~arrive souvent à mettre l’accent plus sur l’efficacité~~, ~~la maitrise des coûts et la volonté de dépenser le moins~~ possible. ~~Il y~~ a ~~souvent une~~ contradiction ~~qui peut se mettre en place et exister entre les deux éléments à savoir comment faire de la qualité avec un coût qui est moindre~~. ~~Il y~~ a ~~toute une~~ tension ~~à examiner si on analyse empiriquement les conséquences de la mise en œuvre de la nouvelle gestion publique~~. ~~Souvent~~, ~~l’administration publique est contrôlée sur le~~ respect ~~des~~ budgets ~~plutôt que sur la qualité des prestations~~.		At the level of discourse, there is a strong emphasis on the quality of services, the new public management makes it possible to improve the quality of services, but when we look at the basis on which services are evaluated, in many cases the services are evaluated on their cost. The emphasis is placed on the quality of services, but in practice it is often possible to put more emphasis on efficiency, cost control and a willingness to spend as little as possible. There is often a contradiction that can arise and exist between the two elements of how to make quality at a lower cost. There is a great deal of tension to consider if the consequences of implementing new public management are empirically analysed. Often, public administration is controlled on the respect of budgets rather than the quality of services.

	Giauque ~~a aussi regardé les indicateurs de~~ performance ~~qui étaient utilisés afin d’évaluer la qualité des travailleurs et des prestations effectuées par les membres de l’administration publique~~. Il a ~~souvent observé un décalage entre l’indicateur de~~ performance ~~et la réalité du terrain~~. ~~Il peut y avoir un décalage entre la volonté de promouvoir la qualité des prestations et les indicateurs de~~ performance ~~qui ne permettent pas de faire des prestations de qualité que dans certains cas~~.		Giauque also looked at the performance indicators that were used to assess the quality of workers and the services provided by members of the public administration. He often observed a mismatch between the performance indicator and the reality on the ground. There may be a mismatch between the desire to promote the quality of services and performance indicators that do not allow for quality services to be provided only in certain cases.

	~~La nouvelle gestion publique met en avant la personnalisation des prestations~~. ~~Améliorer la qualité cela signifie répondre à la demande des prestataires~~. ~~Dans un contexte où très souvent~~ on ~~insiste sur la réduction des~~ budgets, ~~on aboutit non pas à une personnalisation des prestations, mais à une~~ standardisation ~~des prestations~~.		The new public management emphasizes the personalization of services. Improving quality means meeting the demand of service providers. In a context where very often the emphasis is placed on reducing budgets, the result is not so much a personalisation of services as a standardisation of services.

	~~On veut récompenser les plus méritants~~, ~~mais comme les enveloppes salariales sont déjà définies~~, ~~on n‘a pas les moyens de le faire et les salaires au mérite ne peuvent pas être mis en œuvre~~. ~~D’autre part~~, ~~il y~~ a ~~la volonté de favoriser l’implication~~, ~~mais il y a une incertitude liée à la mesure individuelle des performances~~, ~~mais comme ces personnes sont dans l’incertitude~~, ~~pour ne pas se mettre en danger~~, ~~ils ne vont pas prendre d’initiative~~.		We want to reward the most deserving, but since salary envelopes are already defined, we cannot afford to do so and merit-based salaries cannot be implemented. On the other hand, there is a willingness to encourage involvement, but there is uncertainty linked to the individual measurement of performance, but since these people are uncertain, in order not to endanger themselves, they will not take the initiative.

	~~La volonté de la nouvelle gestion publique est de mettre en concurrence les personnes et les~~ services ~~avec l’idée de créer une émulation~~ positive. ~~En réalité~~, ~~c’est un esprit de compétition qui va s’installer~~, ~~une émulation négative~~.		The will of the new public administration is to put people and services in competition with the idea of creating positive emulation. In reality, it is a spirit of competition that will become established, a negative emulation.

	~~Tout ce que dit~~ Giauque ~~dresse un panorama de la nouvelle gestion publique négative~~. ~~Une vision moins manichéenne est de dire que la nouvelle gestion publique est dans un champ de~~ tension ~~qui va dépendre du contexte~~, ~~de l’exemple empirique et de l’étude particulière face à laquelle on se trouve~~. ~~Ce champ de tension est marqué par trois éléments~~ :		Everything Giauque says paints a picture of the new negative public management. A less Manichean view is to say that the new public management is in a field of tension that will depend on the context, the empirical example and the particular study we are facing. This voltage field is marked by three elements:
	*~~une volonté de réduire les coûts et la volonté d’améliorer la qualité des prestations~~ : ~~dans beaucoup de cas~~, ~~la dérive qu’on~~ observe ~~est que comme les coûts sont facile à observer et à mesure~~, on ~~va insister sur les coûts et comme la qualité est beaucoup plus difficile à mesurer~~, ~~il y une tendance à mettre l‘accent plutôt sur la maîtrise des coûts que sur la~~ notion ~~plus évasive qu’est la qualité~~ ;		*a desire to reduce costs and the willingness to improve the quality of services: in many cases, the drift we observe is that because costs are easy to observe and measure, we will insist on costs and because quality is much more difficult to measure, there is a tendency to focus more on controlling costs than on the more evasive notion of quality;
	*~~une~~ tension ~~entre les~~ directives ~~institutionnelles et les attentes des usagers~~ : ~~toute personne qui est dans une~~ institution ~~ou travail dans une~~ administration ~~publique reçoit des~~ directives. ~~Cette personne dans le même temps se trouve face à un usager qui peut avoir des attentes tout à fait différentes~~. ~~Comment faire si les attentes institutionnelles ne sont pas les mêmes que les attentes des clients~~. ~~C’est une~~ situation ~~qui peut très souvent arriver~~. ~~Lorsqu’on travaille dans une~~ administration ~~publique~~, ~~on peut se poser la~~ question ~~de savoir qui est le «~~ client ~~roi » à savoir l’institution ou le bénéficiaire~~. ~~L’institution à plus de moyens de sanction que le bénéficiaire~~. ~~Ce qu’on observe fréquemment est une tendance à mettre plus d’accent sur les directives institutionnelles que sur les attentes des usagers~~.		*A tension between institutional directives and user expectations: anyone who is in an institution or working in a public administration receives directives. At the same time, this person is faced with a user who may have quite different expectations. How to proceed if institutional expectations are not the same as client expectations. This is a situation that can happen very often. When working in a public administration, the question arises as to who is the "king client", i. e. the institution or the beneficiary. The institution has more means of sanctioning than the beneficiary. What is frequently observed is a tendency to place more emphasis on institutional guidelines than on user expectations.
	*~~volonté de promouvoir l’implication des personnes et un système qui fait qu’on peut perdre son emploi~~ : ~~on peut avoir peur~~, ~~être marqué par des~~ situations ~~d’angoisses et d’incertitude qui fait qu’on ne va pas oser prendre d’initiatives~~. ~~C’est comment impliquer et motiver les personnes tout en les mettant dans un contexte d’insécurité et de mise en~~ danger ~~qui fait qu’on peut les inciter à se replier sur eux-mêmes~~.		*willingness to promote the involvement of people and a system that makes it possible to lose one's job: one can be afraid, be marked by situations of anxiety and uncertainty that prevent one from taking initiative. It is how to involve and motivate people while putting them in a context of insecurity and danger that makes it possible to encourage them to withdraw into themselves.

	= References =		= References =

← Version précédente		Version du 20 février 2018 à 11:04
Ligne 33 :		Ligne 33 :
	*{{citation\|Le pouvoir aux usagers}} : mise sur pied de politiques orientées vers la communauté, c’est-à-dire contrôlées et parfois gérées par les usagers. Il faut remettre au centre les usagers. Le modèle précédent faisait le contraire ;		*{{citation\|Le pouvoir aux usagers}} : mise sur pied de politiques orientées vers la communauté, c’est-à-dire contrôlées et parfois gérées par les usagers. Il faut remettre au centre les usagers. Le modèle précédent faisait le contraire ;
	*{{citation\|Vive la concurrence}} : introduction de la notion de « quasi-marché » ainsi que du benchmarking. Il faut sortir l’État du monopole public allant vers un quasi-marché qui est un marché des prestations publiques. Au sein même de l’administration, on va comparer les différents services entre-deux pour voir celui qui a la meilleure performance. Cela permet de déterminer les meilleures pratiques qui vont être appliquées en suite à l’ensemble des services ;		*{{citation\|Vive la concurrence}} : introduction de la notion de « quasi-marché » ainsi que du benchmarking. Il faut sortir l’État du monopole public allant vers un quasi-marché qui est un marché des prestations publiques. Au sein même de l’administration, on va comparer les différents services entre-deux pour voir celui qui a la meilleure performance. Cela permet de déterminer les meilleures pratiques qui vont être appliquées en suite à l’ensemble des services ;
	*~~<nowiki>«~~ Priorité aux objectifs}}~~</nowiki>~~ : introduction de la notion de « controlling » et passer du système légaliste à un système orienté résultat ;		*{{citation\|Priorité aux objectifs}} : introduction de la notion de « controlling » et passer du système légaliste à un système orienté résultat ;
	*~~<nowiki>~~{{citation\|Et si l’on s’intéressait un peu aux ~~résultats»</nowiki>~~ : introduction de la notion de « performance » et du « rendement ». L’administration publique doit devenir performante, être aussi efficiente et efficace que possible dans l’atteinte des résultats ;		*{{citation\|Et si l’on s’intéressait un peu aux résultats}} : introduction de la notion de « performance » et du « rendement ». L’administration publique doit devenir performante, être aussi efficiente et efficace que possible dans l’atteinte des résultats ;
	*{{citation\|Les besoins de l’usager d’abord}} : répondre aux besoins de l’usager et non de l’administration. C’est l’introduction de la notion de « bénéfice » pour les usagers ;		*{{citation\|Les besoins de l’usager d’abord}} : répondre aux besoins de l’usager et non de l’administration. C’est l’introduction de la notion de « bénéfice » pour les usagers ;
	*{{citation\|Gagner de l’argent et pas seulement en dépenser}} : introduction de la notion de « bénéfice » dans le secteur public, mais aussi du concept de « value for money » ;		*{{citation\|Gagner de l’argent et pas seulement en dépenser}} : introduction de la notion de « bénéfice » dans le secteur public, mais aussi du concept de « value for money » ;

The New Public Management - Historique des versions

Arthur le 9 juin 2021 à 07:02

Arthur le 18 avril 2021 à 09:09

Arthur le 27 février 2018 à 09:18

Arthur le 23 février 2018 à 08:05

Arthur le 20 février 2018 à 09:07

Arthur : /* Principles and Tools of New Public Management: An Overview */

Arthur : /* Principles and Tools of New Public Management: An Overview */

Arthur : /* Modèles de la nouvelle gestion publique */

Arthur : /* Principes et outils de la nouvelle gestion publique : un aperçu */

Arthur : /* Forces et faiblesses de la NGP */

Arthur : /* Principles and Tools of New Public Management: An Overview */

Arthur : /* Principles and Tools of New Public Management: An Overview */

Arthur : /* Modèles de la nouvelle gestion publique */

Arthur : /* Principes et outils de la nouvelle gestion publique : un aperçu */

Arthur : /* Forces et faiblesses de la NGP */