This case explores the gap that exists between the New Public Management (NPM) paradigm and reality and determines that how to incorporate the outcomes obtained from the private sector to the public sector. This case describes the existing barriers in managerial control and provides the ways to overcome these barriers and focus on control culture, centralized decision making, the distinction between planning and control, the absence of market forces, personnel policies, and task complexity.
Determines the difference between two of the control systems, managerial and bureaucratic and direction to shift toward managerial control. It provides the positive results that occur when there exist a well-prepared set of management control reports and how the responsibility is get affected in a decentralized mechanism.
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