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There has been an increasing momentum in public sector reform in the UK during the eleven years from 1997 through to the present day as part of the wider modernising government agenda (HMSO 1999). This paper will seek to explore the impact of these reforms on public leaders and the extent to which the reform embraces the traditional notion of New Public Management (NPM). It is based on a series of five seminars funded by the Economic and Social Research Council (UK) which concluded in March 2008.
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