The design of public organizations for the 21st century: Why bureaucracy will survive in public management

Canadian Public Administration

Volumn 40, Issue 2, 1997, Pages 290-306

  Aucoin, Peter ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0002199334     PISSN: 00084840     EISSN: None     Source Type: Journal    
DOI: 10.1111/j.1754-7121.1997.tb01511.x     Document Type: Review

References (21)

1. See David Osborne and Peter Plastrik, Banishing Bureaucracy (Reading, Mass.: Addison-Wesley, 1997).
2. See Michael Barzelay and Babak Armajani, Breaking Through Bureaucracy (Berkeley: University of California Press, 1992).
3. Canada, Office of the Auditor General, "Well Performing Organizations," Report to the House of Commons for the Fiscal Year ended 32 March 1988 (Ottawa: Supply and Services Canada, 1988), Chapter 4.
4. Evert Lindquist and Tammy Sica, Canadian Governments and the Search for Alternative Program Delivery and Financing: A Preliminary Survey (Toronto: KPMG Centre for Government Foundation and Institute of Public Administration of Canada, 1995); and F. Leslie Seidle, Rethinking the Delivery of Public Services to Citizens (Montreal: Institute for Research on Public Policy, 1995).
5. Evert Lindquist and Tammy Sica, Canadian Governments and the Search for Alternative Program Delivery and Financing: A Preliminary Survey (Toronto: KPMG Centre for Government Foundation and Institute of Public Administration of Canada, 1995); and F. Leslie Seidle, Rethinking the Delivery of Public Services to Citizens (Montreal: Institute for Research on Public Policy, 1995).
6. Osborne and Plastrik, Banishing Bureaucracy, p. 14.
7. Henry Parris, Constitutional Bureaucracy (London: George Allen and Unwin, 1969).
8. David Osborne and Ted Gaebler, Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector From Schoolhouse to State House, City Hall to Pentagon (New York: Plume, 1993), p. xviii [emphasis in the original].
9. Osborne and Plastrik, Banishing Bureaucracy, p. 13.
10. Canada, Clerk of the Privy Council Office [Jocelyne Bourgon], Fourth Annual Report to the Prime Minister on the Public Service of Canada (Canada: Privy Council Office, 1997), pp. 25-6 [emphasis added].
11. James Q. Wilson, Bureaucracy: What Government Agencies Do and Why They Do It (New York: Basic Books, 1989), pp. 14-28.
12. Tom Peters, Thriving on Chaos: Handbook for a Managerial Revolution (London: Macmillan, 1987)
13. and Liberation Management (London: Macmillan, 1992).
14. See John Micklethwait and Adrian Wooldridge, The Witch Doctors: Making Sense of the Management Gurus (New York: Time Books, 1996), pp. 15-17.
15. Peter Aucoin, "Administrative Reform in Public Management: Paradigms, Principles, Paradoxes and Pendulums," Governance 3, no. 2 (April 1990), pp. 115-37.
16. Henry Mintzberg, The Structuring of Organizations (Englewood Cliffs, N.J.: Prenctice Hall, 1979), pp. 2-9.
17. Peter Aucoin and Richard French, Knowledge, Power and Public Policy (Ottawa: Information Canada, 1974). In addition to ministers of state for designated purposes, a second category of minister of state was created - ministers of state to assist, that is, junior ministers to portfolio ministers.
18. Peter Aucoin, The New Public Management: Canada in Comparative Perspective (Montreal: Institute for Research on Public Policy, 1995), pp. 183-214.
19. Peter Aucoin, "Designing Agencies for Good Public Management: The Urgent Need for Reform," Choices 2, no. 4 (April 1996), pp. 5-19.
20. J.E. Hodgetts, The Canadian Public Service (Toronto: University of Toronto Press, 1973), pp. 138-56.
21. John W. Langford, Transport in Transition: The Reorganization of the Federal Transport Portfolio (Montreal and Kingston: McGill-Queen's University Press, 1976).