The article explores the shift from New Public Management (NPM) to a public value paradigm in public administration. NPM, which emerged in the late 20th century, emphasized efficiency, competition, and market-oriented approaches, aiming to reform public sector management by reducing bureaucracy and increasing performance. However, NPM has faced criticism for its narrow focus on efficiency and its failure to address broader societal values. In response, a public value approach has gained traction, emphasizing the creation of value for the public, including social, economic, and cultural benefits, rather than just economic efficiency. The public value paradigm challenges NPM by advocating for a more holistic view of public service, one that considers the collective preferences of citizens and the interconnected nature of public activities. It emphasizes collaboration, trust, and the importance of public values in policy-making and service delivery. Unlike NPM, which often treats the public as customers, the public value approach recognizes the complexity of public decision-making and the role of politics in shaping public services. The article highlights key differences between NPM and the public value paradigm, including the focus on efficiency versus broader societal values, the role of politics versus market mechanisms, and the emphasis on relationships versus results. It also discusses the implications for public managers, who must adapt to a more collaborative and value-driven approach, requiring new skills in negotiation, communication, and leadership. The shift to a public value paradigm represents a significant change in how public sector management is approached, emphasizing the importance of public values in shaping policy and service delivery. This paradigm challenges traditional models of public administration and calls for a more integrated and values-based approach to public management.The article explores the shift from New Public Management (NPM) to a public value paradigm in public administration. NPM, which emerged in the late 20th century, emphasized efficiency, competition, and market-oriented approaches, aiming to reform public sector management by reducing bureaucracy and increasing performance. However, NPM has faced criticism for its narrow focus on efficiency and its failure to address broader societal values. In response, a public value approach has gained traction, emphasizing the creation of value for the public, including social, economic, and cultural benefits, rather than just economic efficiency. The public value paradigm challenges NPM by advocating for a more holistic view of public service, one that considers the collective preferences of citizens and the interconnected nature of public activities. It emphasizes collaboration, trust, and the importance of public values in policy-making and service delivery. Unlike NPM, which often treats the public as customers, the public value approach recognizes the complexity of public decision-making and the role of politics in shaping public services. The article highlights key differences between NPM and the public value paradigm, including the focus on efficiency versus broader societal values, the role of politics versus market mechanisms, and the emphasis on relationships versus results. It also discusses the implications for public managers, who must adapt to a more collaborative and value-driven approach, requiring new skills in negotiation, communication, and leadership. The shift to a public value paradigm represents a significant change in how public sector management is approached, emphasizing the importance of public values in shaping policy and service delivery. This paradigm challenges traditional models of public administration and calls for a more integrated and values-based approach to public management.