Table 1 Management models of the public... | Emerald Publishing

Table 1

Management models of the public sector

	Traditional public administration	NPM	Post-NPM
Governance mechanism and accountability	Hierarchy (Bryson et al., 2014; Denhardt and Denhardt, 2000; Osborne, 2006; Stoker, 2006)	Markets and contractualism (Bryson et al., 2014; Denhardt and Denhardt, 2000; O'Flynn, 2007; Osborne, 2006)	Trust and relationships (Osborne, 2006); multiple accountability systems involving citizens and public servants (Bryson et al., 2014; Denhardt and Denhardt, 2000; O'Flynn, 2007)
Organizational structure	Bureaucratic, top-down authority (Denhardt and Denhardt, 2000), Monolithic and unitary governmental administrations (Hood, 1991; Osborne, 2006)	Disaggregated units (Hood, 1991; Osborne, 2006) where control remains within the public agency (Denhardt and Denhardt, 2000)	Collaborative structures with distributed leadership (Denhardt and Denhardt, 2000) and cross- sector relationships (Bryson et al., 2014)
System of delivery	Hierarchical departments or empowered professionals (Bryson et al., 2014; Stoker, 2006)	Arm's-length public agencies where management is distinguished from policy makers or the private sector (Bryson et al., 2014; O'Flynn, 2007; Stoker, 2006)	Menu of alternatives which are pragmatically selected* (Bryson et al., 2014, p. 446; O'Flynn, 2007, p. 361; Stoker, 2006, p. 44)
Role of managers	Ensure that procedures, laws and rules are followed (Bryson et al., 2014; Stoker, 2006)	Define and meet set performance targets (Bryson et al., 2014; Stoker, 2006)	Active role in guiding and facilitating the process of meeting of multiple goals (Bryson et al., 2014; Stoker, 2006)
Focus	Policy system (Osborne, 2006)	Intra-organizational (Osborne, 2006)	Inter-organizational (Osborne, 2006)
Performance focus	Politically provided (Bryson et al., 2014; Stoker, 2006) implementations of policies	Monitoring input and output to ensure economic goals (Hood, 1991; O'Flynn, 2007; Osborne, 2006; Stoker, 2006)	Process and outcome via relationships (O'Flynn, 2007; Osborne, 2006)
For whom the service is made	Clients and constituents (Bryson et al., 2014; Stoker, 2006)	Customers (Bryson et al., 2014; Stoker, 2006)	Citizens (Bryson et al., 2014; Stoker, 2006)

	Traditional public administration	NPM	Post-NPM
Governance mechanism and accountability	Hierarchy (Bryson et al., 2014; Denhardt and Denhardt, 2000; Osborne, 2006; Stoker, 2006)	Markets and contractualism (Bryson et al., 2014; Denhardt and Denhardt, 2000; O'Flynn, 2007; Osborne, 2006)	Trust and relationships (Osborne, 2006); multiple accountability systems involving citizens and public servants (Bryson et al., 2014; Denhardt and Denhardt, 2000; O'Flynn, 2007)
Organizational structure	Bureaucratic, top-down authority (Denhardt and Denhardt, 2000), Monolithic and unitary governmental administrations (Hood, 1991; Osborne, 2006)	Disaggregated units (Hood, 1991; Osborne, 2006) where control remains within the public agency (Denhardt and Denhardt, 2000)	Collaborative structures with distributed leadership (Denhardt and Denhardt, 2000) and cross- sector relationships (Bryson et al., 2014)
System of delivery	Hierarchical departments or empowered professionals (Bryson et al., 2014; Stoker, 2006)	Arm's-length public agencies where management is distinguished from policy makers or the private sector (Bryson et al., 2014; O'Flynn, 2007; Stoker, 2006)	Menu of alternatives* which are pragmatically selected (Bryson et al., 2014, p. 446; O'Flynn, 2007, p. 361; Stoker, 2006, p. 44)
Role of managers	Ensure that procedures, laws and rules are followed (Bryson et al., 2014; Stoker, 2006)	Define and meet set performance targets (Bryson et al., 2014; Stoker, 2006)	Active role in guiding and facilitating the process of meeting of multiple goals (Bryson et al., 2014; Stoker, 2006)
Focus	Policy system (Osborne, 2006)	Intra-organizational (Osborne, 2006)	Inter-organizational (Osborne, 2006)
Performance focus	Politically provided (Bryson et al., 2014; Stoker, 2006) implementations of policies	Monitoring input and output to ensure economic goals (Hood, 1991; O'Flynn, 2007; Osborne, 2006; Stoker, 2006)	Process and outcome via relationships (O'Flynn, 2007; Osborne, 2006)
For whom the service is made	Clients and constituents (Bryson et al., 2014; Stoker, 2006)	Customers (Bryson et al., 2014; Stoker, 2006)	Citizens (Bryson et al., 2014; Stoker, 2006)

Note(s): *This exact phrase returns in all three cited articles