THE CHANGING NATURE OF PUBLIC SECTOR MANAGEMENT AND ITS IMPLICATIONS FOR MANAGERS AND PROFESSIONALS

ukertor gabriel moti

Abstract


Public Sector Management (PSM) has witnessed changes over the past decades: from Traditional Public Administration to New Public Management (NPM) or managerialism and Governance. Moving from traditional administration with emphasis on career, tenure, neutrality of the public servant and a structure of hierarchical authority, to the New Public Management with emphasis on privatization and commercialization and other private sector concepts, the implementation of the notion of business and competition in managerialism intensified the idea of customer orientation in public service delivery. The introduction of some aspects of a market type mechanism signified innovating forms like contracting out, and agentification. Similarly, the movement into and the introduction of the governance concept expanded the role of Civil Society organizations or Non-Governmental organizations (NGOs), in public sector management, accountability and service delivery. It is argued that this changing nature of public sector management no doubt has implications for leadership in the public sector. Managers and professionals have to adapt to these new changes. The paper, a conceptual one, traces the changing nature of Public Sector Management and discusses the implications on managers and professionals concentrating on the assumptions of self-sufficiency of the service; direct control; accountability regimes; uniformity of the sector; legal and procedural performance as well as democracy and the role of administration in policy making and implementation.

Key Words: Accountability; Governance; Managers; New Public Management; Traditional Administration.

References


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