This thesis deals with the management of specialised social services – based on in-house activities and own organisation – where in-house activities and the new Danish social supervision (Socialtilsyn) will be used as case studies to both analyse the areas where the New Public Management (NPM) has changed the public management and also the areas where the NPM has not managed to make an impact with its original material. NPM made its entrance in the social services In Denmark trough the structural and municipal reform in 2007. That was a major and fundamental reform, which was introduced to simplify and streamline the public sector, and through interviews with my colleagues (managers of residential NPM – forandring og fornyelse af den specialiserede sociale indsats 49 49 Masterafhandling – Ole Wøssner efterår 2014 and vocational services) I show how competition and market forces have gained ground in the management of social institutions in Denmark. But in a previous study in last semester, I recognized that there also were some areas where NPM's original material has not succeeded in changing the management. I am continuing with this premise to look at what happened to the management and how especially the Danish theories on the paradigmatic management in the public sector can explain the development and the new forms of management. In many ways this is reminiscent of the earlier classical paradigms, such as the professional and bureaucratic, but they are mixing different logics and management technologies in a new way and in this way transcend the old paradigms and become neo-forms - a synthesis or hybrid form, which contains much of the original material from NPM, including that which did not make an impact. It has returned in a renewed and changed form, in which the hardest control technologies, such as targets, competitive contracts, costs and impact evaluation have been softened by renewed professional and qualitative management elements, such as confidence, core service, priorities, ownership, etc. My claim is that NPM as logic and management tools has changed the management of specialised effort, but it has not done so in one go, and that there has also been an NPM 02 and NPM 03 and that the content of the NPM material has changed over time, but a crucial fundamental idea of NPM, namely that simplifying and efficient management with citizens in mind still has potential, which we will see bear fruit in the future. This will not happen within the same paradigmatic framework that has characterised the last 10-15 years of management discourse, but management will be transcended and assume neo-forms, from which some new combinations of management technologies and tools shall be created. And maybe we are moving towards a new paradigm, a neo-form of NPM, which I have chosen to call Post Public Management, since it will redefine some key areas of the original NPM in which the market shall become the public market and management organised thereafter.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||177|