• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

The paper will introduce and define the principles of New Public Management (NPM), outline the aim of the Ministry of Defence (MOD) and show the relationship between these principles and current working practices within the MOD. By doing this it will bec

Extracts from this document...

Introduction

(2104) Introduction The paper will introduce and define the principles of New Public Management (NPM), outline the aim of the Ministry of Defence (MOD) and show the relationship between these principles and current working practices within the MOD. By doing this it will become clear as to what extent NPM is applicable within MOD. It has been claimed that NPM is nothing short of 'a cultural revolution' (Yeatman,1990) yet there have been numerous studies into NPM and many differing views on what it really means and indeed different views as to the extent of its success. What is New Public Management? Nowadays, modern governments must act with great responsiveness as both the general public and industry alike now demand a more personalised, efficient and faster service (Kearney, 2004). NPM was originally introduced to improve both efficiency and responsiveness to these changing political needs and it is clear that all factors taken from the PESTEL framework (Political, Economic, Sociocultural, Technological, Environmental, Legal) have a significant influence on their decision-making (Johnson, Scholes et al, 2005a). The core philosophy that underpins NPM is that of setting and monitoring output and outcome targets and identifying individuals responsible for their success or failure. ...read more.

Middle

for money for defence is a key part of our responsibilities, and the best possible reassurance to the public, who bear the cost of defence - of our proper and wise stewardship of the resources provided.' (Heseltine, 1984) Relationship between the principles of NPM and the MOD * Management Systems move towards outcomes and outputs. * Shift towards measurement and quantification. These principles above can be grouped together because in essence they both establish 'what service is achieved, rather than how it is achieved' and the measurement of this service. These principles are fundamental to success and have been successfully implemented into the MOD already by use of the Balanced Scorecard. The Defence management Board identified that a robust performance management regime was key to long-term success (MOD, 2004). As a result of this they developed and introduced the Balanced Scorecard; a concept originally created by Drs Robert S Kaplan and David P Norton. This has since been refined and developed and now has thirteen strategic objectives and twenty-five associated performance measures and has also led to the creation of the MOD strategy map. Source: Managing Organisational Performance in the (United Kingdom) Ministry of Defence, 2004. Figure 3 represents the developing MOD Balanced Scorecard objectives. ...read more.

Conclusion

Additionally Resource Accounting and Budgeting (RAB) has been gradually introduced to the MOD allowing the MOD to focus more clearly on its key cost drivers (MOD, 2003c). Conclusion It is clear that military capability can only be enhanced through the use of strong and effective management of defence. It is also absolutely clear that the MOD has embraced all of the key principles of NPM in their entirety but it is the continuance of this programme that will achieve the culture change required for added success. As with any organisation the proof of success is measured by results, but these, within an organisation as large and diverse as the MOD can be difficult to evaluate. To evaluate something effectively there must be a mechanism to make before and after comparisons; again something that may not be achievable now within the MOD (Pollitt, 2003). It is however, not the success or failure of NPM that is being argued, it is simply whether or not these principles can be applied to the MOD. I would argue not only that they could be applied to the MOD but also that all of the currently defined principles are being applied to the MOD now and most are working. I would conclude that the principles of NPM are fully applicable to the MOD. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Management Studies section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Management Studies essays

  1. 'Leaders are born not made. To what extent is this saying justified by current research ...

    These results suggest that components of transactional leadership are closely related, and that transformational leaders also administer contingent rewards. Research studies into MLQ have also shown consistently stronger relationships to effectiveness outcomes for transformational, as compared to transactional leadership (Bass, Avolio and, Goodheim 1987; Onnen 1987;).

  2. Project Management Outline - Graduation Party

    However careful management is required so the needs and requirements of one stakeholder group does not impact on another powerful stakeholder such as the police, who have the power to shut the party down. Keeping stakeholders interested in the party, informed with information such as the time, venue and order

  1. Leadership Theories - this review seeks to determine which theoretical perspectives, theories and schools ...

    With this recognition, systems were classified in a nine-level hierarchical continuum from most simple to higher complexity, and systems categorized in the higher levels of this continuum (level four to nine), such as open and complex systems, were postulated to be controlled by the principle of self-maintenance (Schneider & Somers, 2006).

  2. Balfour Beatty. The purpose of this report is to identify and select a UK ...

    So it will always contain rivalry. Balfour has many competitors in the industry, however not all or many of these are at the same size as Balfour. Thus many of the large projects seem to be fought for by the same few companies, such as, Carillion, Laing O'Rourke, Taylor Woodrow

  1. Faslane case study. The HM Naval Base Clyde (Faslane) submarine base transitioned from being ...

    operational change. So, it is knowledge transformational change which is relying on the change, so we match the two dimensions and jump into conclusion. 2) The change of style that John Howie has is direction change as direction change is the action of changing something.

  2. Innovation For Business Success. It is possible to be innovative in both large ...

    created and documented, a bag with a phone pocket for GRLmobile customer/ 'chicks', and the overall integrated packaging of this 'tribal' brand. GRLmobile coined the phrase 'fashmo', meaning fashion plus mobility. Further innovations followed, such as girl's undies and T shirts with phone pockets, holsters for phones, lanyards and jewellery for the phones.

  1. General Management - organisation, leadership and theories.

    For example, Jolt Cola, introduced in 1986, had a strategic plan that called for high levels of sugar and caffeine to appeal to a specific niche in tlie marketplace for soft drinks. Packaging the product to accommodate this market segment was an important part of the tactical plan.

  2. Management principles and theories and their application to the construction industry.

    Theory Y-style management is suited to knowledge work and professional services. Professional service organisations naturally evolve Theory Y-type practices by the nature of their work; even highly structure knowledge work, such as call centre operations, can benefits from Theory Y principles to encourage knowledge sharing and continuous improvement.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work