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New Public Management, Service Provision and Non-Governmental Organizations in Bangladesh

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  • Abu Sarker

Abstract

New public management (NPM) is now a universal phenomenon dominating the reform agenda of all countries. Bangladesh is no exception. Following the dismal performance of the state-led development the old paradigm of public sector has come under scrutiny. There is now a call for a minimal government. The scale of operations and the role of the government have to be drastically reduced to focus on core functions. In doing so, this will pave the way for the private sector and the civil society organizations to undertake developmental responsibilities in their areas of expertise. This article is an attempt to analyze the significant role played by Non-Government Organizations (NGOs) in rural development service provisions. It argues that the government has to share the developmental responsibilities with NGOs, which have proved their potential in reaching the target population and that an effective partnership is a sine qua non for the meaningful rural development in Bangladesh. Copyright Springer Science + Business Media, Inc. 2005

Suggested Citation

  • Abu Sarker, 2005. "New Public Management, Service Provision and Non-Governmental Organizations in Bangladesh," Public Organization Review, Springer, vol. 5(3), pages 249-271, September.
    • Handle: RePEc:kap:porgrv:v:5:y:2005:i:3:p:249-271
    DOI: 10.1007/s11115-005-0952-x
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    References listed on IDEAS

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    6. Padron, Mario, 1987. "Non-governmental development organizations: From development aid to development cooperation," World Development, Elsevier, vol. 15(1, Supple), pages 69-77.
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    Cited by:

    1. Abu Sarker & Mohammad Rahman, 2007. "The Emerging Perspective of Governance and Poverty Alleviation: A Case of Bangladesh," Public Organization Review, Springer, vol. 7(2), pages 93-112, June.
    2. Muhammad Nauman Habib & Waseef Jamal, 2013. "Business Process Reengineering (BPR) Initiatives in Public Sector of Pakistan," Business & Economic Review, Institute of Management Sciences, Peshawar, Pakistan, vol. 5(1), pages 89-121, April.

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