ukertor gabriel moti


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.



Barberis, P. (1998), The New Public Management and a New Accountability. Public Administration, 76, 451-70.

Beetham, D. (1987). Bureaucracy. Stony Stratford, UK: Open University Press.

Bevir, M., & Rhodes, R. (2003). Interpreting British governance. London: Routledge.

Bouckaert, G. and Peters, B.G. (2001), Measurement: The Achilles Heel of Performance Management. Public.

Bouckaert, G., Peters, B., G., Verhoerst, K., and Verschuere, B. (2002), Organizational Performance in a Decentralized Public Sector. Paper presented at Conference on Performance in Government. Greenberg Center, Syracuse University, October.

Burns, J. and Bowornwathana, B. (2001), Civil Service Systems in Asia. Cheltenham: Edward Elgar.

Coombes, D. and Verheijen, T. (1998), Innovations in Public Management – Perspectives from East and West. Cheltenham: Edward Elgar.

Cooper, P.J. (2003), Governing By Contract: Challenges and Opportunities for Public Managers. Washington, DC: CQ Press.

Dalton, R. J., & Wattenberg, M. P. (Eds.). (2000). Parties without partisans. NewYork: Oxford University Press.

Derlien, H. U. (1999), On the Selective Interpretation of Max Weber’s Concept of Bureaucracy in Organization Theory and Administrative Science. In P. Ahonen and K. Palonen (eds.), Dis-Emalming Max Weber. Jyvaskyla, Finland SoPhi.

Fortin, Y. and H.Van Hassel. (2000), Contracting in New Public Management. Amsterdam: IOS Press.

Gerry Stocker (2006), Public Value Management: A New Narrative for Networked Governance? The American Review of Public Administration ( Retrieved 24- 02-2012.

Greve, C. (1999), Variations in Contracting in Public Organizations. Paper presented at annual meeting of the European Group of Public Administration, Glasgow, Scotland.

Goss, S. (2001). Making Local Governance Work. London: Macmillan.

Hall, J. S. (2002), Reconsidering the Connection Between Capacity and Governance. Public Organization Review, (2: 22-44).

Halligan, J.A. (2002), The Civil Service in Anglo-American Democracies. Cheltenham: Edward Elgar.

Hood, C. A. (1991), Public Management for All Seasons? Public Administration, 69, 3- 19.

Hood, C. (1995). Contemporary management. Public Policy and Administration, 10(2), 104-117.

Hood, C. (2001), Relations between Minister/Politicians and Civil Servants: Public Service Bargains Old and New. In B.G.Peters and D.J.Savoie (Eds.). Governance in the Twenty-first Century. Montreal: McGill Queens University Press, 2001.

Joao B. and Barbara N, (2005), Ethical Challenges in a Changing Public Administration, Social and Political Sciences Institute of Lisbon Technical University.

Kelly, G.,&Muers, S. (2002). Creating public value: An analytical framework for public service reform. London: Cabinet Office Strategy Unit.

Kettl, D. F. (1993). Sharing power: Public governance and private markets. Washington, DC: Brookings Institution.

Kickert, W.J.M., Klijn, E.-H., and J.Koopenjan. (1997), Managing Complex Networks. London: Sage.

Marguire, M. (1998), “Ethics in the Public Service-Current Issues and Practice”. Ethics and Accountability in a Context of Governance and New Public Management, 11A/EGPA, 10S Press: 23-34.

Moore, M. (1995). Creating public value. Cambridge, MA: Harvard University Press.

Osborne, D. and Gaebler, T. (1991), Reinventing Government. Reading, MA: Addison- Wesley.

O'Toole, L.J. (2000), American Intergovernmental Relations. Washington, DC: CQ Press.

Peters, B.G. (2001), The Politics of Policy Instruments. In Salamon, L.M. (Ed.). Handbook of Policy Instruments. New York: Oxford University Press.

Peters, B. G. (2003), The Changing Nature of Public Administration: From Easy Answers to Hard Questions. Viesoji Politika Ir Administravismas, (5:7-20).

Plowden, W. (1982), Ministers and Mandarins. London: RIPA.

Ranson, S., & Stewart, J. (1989). Managing for the public domain. London: Macmillan.

Rhodes, R. A. W. (1997). From marketization to diplomacy: It’s the mix that matters. Public Policy and Administration,12, 31-50.

Rist, R. (1990), Program Evaluation and the Management of Government: Patterns and Prospects Across Eight Nations. New Brunswick, NJ: Transaction Publishers.

Rose, R. (1974), The Problem of Party Government. London: Macmillan.

Salamon, L.M. (2002), Introduction: New Governance, New Instruments. In Salamon (Ed.). Handbook of Policy Instruments. New York: Oxford University Press.

Saward, M. (2003). Democracy. Cambridge, UK: Polity.

Smith, R. (2003). Focusing on public value: Something old and something new. Victoria, Australia: Monash University.

Stoker, G. (1999). Introduction: The unintended costs and benefits of new management reform for British local government. In G. Stoker (Ed.), The new management of British local governance (pp. 1-21). London: Macmillan.

Savoie, D.J. (1994), Reagan, Thatcher, Mulroney: In Search of a New Bureaucracy. Pittsburgh: University of Pittsburgh Press.

Schaeffer, B. (1973), The Administrative Factor. London: Frank Cass.

Smith, M. (1999), The Core Executive in Britain. London: Macmillan.

Steuerle, C. E. (2000), Vouchers and the Provision of Public Services. Washington, DC: Brookings Institution Press.

Talbot, C. (1996), Ministers and Agencies: Control, Performance and Accountability. London: CIPFA.

Walsh, K. (1997). Contracting for Change – Contracts in Health, Social Care, and other Local Government Services. Oxford: Oxford University Press.

Walsh, K. and Stewart J. (1992), Change in the Management of Public Services. Public Administration, 70, 499-518.

Wright, V. (2000), Blurring the Public-Private Divide. In Peters, B.G. and Savoie, D.J. (Eds.). Governance in the Twenty- First Century. Montreal: McGill/Queens University Press.

Full Text: PDF

Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.

ISSN : 2251-1571