Perbezaan antara pentadbiran awam tradisional dan NPM boleh dilihat di dalam Jadual

1.1. Secara ringkasnya, pentadbiran awam tradisional menerima kritikan atas sebab-sebab yang
berikut:


(a) Tiada garis pemisah yang jelas antara polisi dan pentadbiran, sama ada
dalam proses membuat keputusan atau peranan pentadbir dan ahli politik
yang sering digabungkan kedua-duanya,
(b) Decision making processes do not, in any case, conform to the rule of
technical and economic, rationality, but are affected and shaped by processes
of conflict, negotiation and exchange between interests, both internal and
external, to the state bureaucracy,
(c) Hierarchy and centralization combine with a formal, some times slavish,
adherence to rules and procedures to produces defects (or bureaucratic
pathologies) such as delay, inflexibility, unresponsiveness, and an arrogant
disregard for the interests and concerns of citizens,
(d) Bureaucracies are characterized by a process of top-down implementation
which frequently produces in appropriate policies and inadequate results and
(e) The range of transactions within the modern system of state administration,
both internally and with external organizations and interests, is so extensive that
this produces a degree of complexity much greater than the model would
suggest (Minogue, 1997).

Rajah 1.1 pula menunjukkan dua aspek yang utama yang menjadi perbezaan antara NPM
dan model pentadbiran awam tradisional iaitu kedudukan undang-undang birokrasi dan pengaruh
praktis sektor swasta dalam amalan pengurusan sektor awam.

Jadual 1.1 Pentadbiran awam tradisional vs New Public Management

Elemen Pentadbiran Awam
Tradisional
New Public Management
Organisasi
kerajaan
Services provided on a uniform
basis operating as a single
aggregated unit

Break-up of traditional
structures into quasi-
autonomous units
Kawalan ke atas
organisasi awam
Control fram the head quartes
through the hierarchy of
unbroken supervision and checks
and balances

Hans-on professional
management with clear
statement of goals and
performance measurement
Control of output
measures
Control on inputs and procedures Stress results and output
control rather than procedures

Management
practices
Standard established procedures
throughout the service
Using private sector
management style

Dicipline in
resource use
Due process and political
entitlements
Check resources demand and
do more with less


Sumber: Nazmul et. al (2012: 5)

Ciri-Ciri NPM berdasarkan beberapa sarjana
Dunleavy dan
Hood (1994)
Pollit (1993,
1994)
Ferlie et al.,
1996
Borins, 1994;
Commonwealth,
1996
Osborne and
Gaebler, 1992
hands-on
professional
management
decentralizing
management
authority
within
public services
decentralization;
organizational
unbundling;
new forms of
corporate
governance;
increased
autonomy,
particularly
from
central agency
controls
decentralized
government:
promoting
more flexible,
less
layered forms
move to board
of directors
mode
of organization
shift to
desegregation
of
units into
quasicontractual
or
quasi-market
forms
breaking up
traditional
monolithic
bureaucracies
into
separate
agencies
split between strategic core and
large
operational periphery
catalytic
government:
steering
not rowing
shift to greater
competition and
mixed
provision,
contracting
relationship in
the
public sector;
opening up
provider roles
to
competition
introducing
market and
quasimarket
type
mechanisms to
foster
competition
elaborate and
develop
quasimarkets
as
mechanisms for
allocating
resources within
the public sector
receptiveness to
competition and
an open-minded
attitude about
which public
activities should
be performed by
the public sector
as opposed to
the
private sector
competition
within public
services: may
be intra-public
or
with a variety
of alternative
providers
stress on private
sector styles of
management
practice
clearer
separation
between
purchaser
and provider
function
split between
public funding
and independent
service
provision
creating synergy
between the
public and
private
sectors
driven by
mission not
rules
greater
emphasis
stress on
quality,
stress on
provider
providing
highquality
customer-
driven
on output
controls
responsiveness
to
customers
responsiveness
to
consumers;
major concern
with service
quality
services
that citizens
value; service
users as
customers
explicit
standards
and measures of
performance
performance
targets for
managers
more
transparent
methods to
review
performance
organizations
and
individuals
measured and
rewarded on the
performance
targets met
result-oriented
government:
funding
outputs not
inputs
stress on greater
discipline and
parsimony in
resource use;
reworking
budgets to be
transparent in
accounting ter
capping/fixed
budgets
strong concern
with value-
formoney
and
efficiency gains
provision of
human and
technological
resources that
managers need
to
meet their
performance
targets
enterprising
government:
earning
not spending
changing
employment
relations
downsizing market-oriented government: leveraging change
through the market
deregulation of the labour market anticipatory government: prevention rather than cure