Reconstructing public management: A new responsibility for the public and a case study of local government

Abstract

Argues that user involvement can provide the best basis for reforming the internal and external relationships of local government, supporting both the reinvigoration of public accountability and providing the only secure foundation for improvements in operational effectiveness. Considers and criticizes other models for improving public management. Focuses particularly on the core processes of local government ‐ the democratic, management and service delivery processes ‐ and the primary interactions with politicians and service users, through which managers must function. Examines survey evidence on the extent of quality initiatives in local authorities and goes on to speculate about the organizational arrangements needed to support a user‐involvement approach. Concludes that the fundamental problem of public management centres on the alienation of the public and that public managers have a critical responsibility in reconstructing the public through reforms of service delivery.

Citation

Corrigan, P. and Joyce, P. (1997), "Reconstructing public management: A new responsibility for the public and a case study of local government", International Journal of Public Sector Management, Vol. 10 No. 6, pp. 417-432. https://doi.org/10.1108/09513559710190799