The impact of new public management on the roles of elected councillors, management and the community sector in Irish local government: a case study of Cork County Council

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dc.contributor.advisorCollins, Neilen
dc.contributor.authorQuinlivan, Aodh
dc.date.accessioned2014-05-08T16:13:47Z
dc.date.available2014-05-08T16:13:47Z
dc.date.issued2000
dc.date.submitted2000
dc.description.abstractThe fundamental aim of this thesis is to examine the effect of New Public Management (NPM) on the traditional roles of elected representatives, management and community activists in Irish local government. This will be achieved through a case study analysis of one local authority, Cork County Council. NPM promises greater democracy in decision-making. Therefore, one can hypothesise that the roles of the three key groupings identified will become more influenced by principles of participatory decision-making. Thus, a number of related questions will be addressed by this work, such as, have the local elected representatives been empowered by NPM? Has a managerial revolution taken place? Has local democracy been enhanced by more effective community participation? It will be seen in chapter 2 that these questions have not been adequately addressed to date in NPM literature. The three groups identified can be regarded as stakeholders although the researcher is cautious in using this term because of its value-laden nature. Essentially, in terms of Cork County Council, stakeholders can be defined as decision-makers and people within the organization and its environment who are interested in or could be affected directly or indirectly by organizational performance. This is an all-embracing definition and includes all citizens, residents, community groups and client organizations. It is in this context that the term 'stakeholder' should be understood when it is occasionally used in this thesis. In this case, the perceptions of elected councilors, management and community representatives with regard to their changing roles are as significant as the changes themselves. The chapter begins with a brief account of the background to this research. This is followed by an explanation of the methodology which is used and then concludes with short statements about the remaining chapters in the thesis.en
dc.description.statusNot peer revieweden
dc.description.versionAccepted Version
dc.format.mimetypeapplication/pdfen
dc.identifier.citationQuinlivan, A. 2000. The impact of new public management on the roles of elected councillors, management and the community sector in Irish local government: a case study of Cork County Council. PhD Thesis, University College Cork.en
dc.identifier.urihttps://hdl.handle.net/10468/1551
dc.languageEnglishen
dc.language.isoenen
dc.publisherUniversity College Corken
dc.relation.urihttp://library.ucc.ie/record=b1315598
dc.rights© 2000, Aodh Quinlivanen
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/en
dc.subjectCork County Councilen
dc.subjectCommunity Sectoren
dc.subjectElected representativesen
dc.subjectIrish local governmenten
dc.subject.lcshCork--Politics and governmenten
dc.thesis.opt-outfalse
dc.titleThe impact of new public management on the roles of elected councillors, management and the community sector in Irish local government: a case study of Cork County Councilen
dc.typeDoctoral thesisen
dc.type.qualificationlevelDoctoralen
dc.type.qualificationnamePhD (Commerce)en
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