“New Public Management (NPM) redefined the role of the State but raised issues of accountability.” Discuss.

Introduction:

 In order to make governments lean, competitive, and customer-focused, New Public Management (NPM) arose as a global reform movement in the 1980s. In order to achieve effectiveness and success, it rethought the State as a facilitator that “steers rather than rows.”

Dimensions of Analysis:

• To improve results, NPM implemented benchmarking, outsourcing, performance contracts, and managerial autonomy.
• India implemented NPM features for service delivery through citizen charters, PPPs, and Mission Karmayogi.
• In public institutions, the change promoted innovation, decentralization, and quantifiable outcomes.

Difficulties: 

• Answerability was weakened by the division of power among several contractors.
• Efficiency frequently took precedence above equity, viewing citizens more as clients than as partners.
• Long-term developmental objectives and ethics were overlooked in favor of cost-cutting measures.

Moving forward, combine the effectiveness of NPM with the New Public Service model, which emphasizes accountability and involvement.

Bolster regulatory organizations and guarantee PPP transparency.

Strike a balance between social justice, ethics, and performance evaluation.

In conclusion, NPM gave governance new life but also obscured accountability. India needs to work toward becoming a caring and efficient state where success is determined by accountability rather than just output.

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