THE MANAGEMENT OF PUBLIC PROVISION

Abstract: This work addresses the special character of public management by positing some important distinctions under-represented in current academic literature. In exploring the primary distinction between public administration and public management, the analysis proceeds from a treatment of public management as control of a production process uniquely configured as a combination of policy brokerage and resource management, to a demonstration of the economic agency (value addition) of public managers. The paper also presents a contextual analysis of the scope and scale of the public sector as this pertains to a model of "public provision", and introduces some new ideas regarding the temporal characteristics of public management as it responds to a discrete set of three cycles: the budget cycle, the product cycle and the policy cycle.
This work aims to provide tools for analysis which both distinguish public administration from public management and distinguish the economic agency of private managers from that of public managers. The general argument is that the "public provision process", while similar to a conventional production process, contains unique and important responsibilities which need to be understood and defended. By the same token, public managers ought to be empowered by a knowledge and identity which express their importance as economic agents who contribute both to the commonweal and to the wealth of the nation.     

THE ECONOMIC REVITALIZATION OF AMERICA: AN OVERVIEW OF THE ISSUES

This paper presents an overview of the economic issues facing the American economy. Crisis and transformation scenarios are presented and supply-side versus demand-side economic policies are considered as approaches to revitalizing the economy. Issues such as the extent to which centralization is needed, the kinds of trade-offs that will be required, and the various constraints that exist for policy making are discussed.     

A BRIEF OVERVIEW OF THE ROLE OF ANTHROPOLOGY IN PUBLIC POLICY

In comparison with the other social and behavioral sciences, there has been a general lack of anthropological input or interest in public policy.
This absence from the public policy arena has been the result of both historical developments and theoretical biases within the field. Nevertheless, there have been certain periods when significant numbers of anthropologists have worked in policy areas-the 1930s. World War Il-but even then their influence was not great. However, in recent years we have witnessed a rapidly growing emphasis on public policy in applied anthropology which promises to give the discipline the opportunity to become atruly holistic policy science.
In addition to the discussion of the factors which have impeded and, more recently, contributed to anthropological involvement with public policy, each of the symposium papers is briefly introduced.     

THE IMAGE OF THE PUBLIC ADMINISTRATOR: AN INTERNATIONAL PERSPECTIVE

The more that I have thought about the question of the image of the public administrator, the more complex and ambiguous the whole concept has seemed to be. Our knowledge of the facts is patchy enough. Our understanding of causes and effects is thinner still. The best approach is perhaps to pool what we know from different sources. So today I propose to add to the available material, including the recent ANOP survey findings, such fragments of information and such conclusions as are available in the British context. I shall certainly look forward to learning more about Australian experiences while I am here. Between us, we may be able to make a little progress.     

THE PECULIAR TASKS OF PUBLIC MANAGEMENT: TOWARD CONCEPTUAL DISCRIMINATION

Abstract: Recent contributions to AJPA have suggested new conceptual directions for public management in response to the stand-off between managerialists and their critics. In emphasising the inherent political dimensions of public management, this article seeks to build on these contributions. It does so by combining some of the insights of previous contributors with a simple matrix devised originally by American scholar James Q Wilson. The central proposition is that attempts to render public management more like private management have been too far-reaching, and do not adequately appreciate the intractable difficulties that stem from the types of task that are peculiar to public organisations. It is suggested that there should be less reliance on dubious metaphors borrowed from the business domain. Instead, a greater degree of theoretical eclecticism and conceptual discrimination should be used in understanding and developing public management.     

THE IMAGE OF THE PUBLIC ADMINISTRATOR: AN MP's PERSPECTIVE*

In Australia the only professional group less understood or more subject to abuse than the public service is politicians. Rightly or wrongly public servants as a group are pictured as being lazy, "never having worked a hard day in their lives", totally inflexible, out of touch with the public, not really concerned about people's needs or wants, incompassionate, and concerned only about their seniority status and their superannuation fund.     

PRODUCTIVITY, SOCIETAL WELL-BEING, AND PUBLIC POLICY: AN INTRODUCTION AND OVERVIEW

The assumption that bureaucratic rationality and efficiency promote democracy is examined briefly from several theoretical perspectives. The efforts of the new conservativesu1 and new corporatists to impose private sector and business forms on the public sector as a way of achieving greater public sector productivity is reviewed. The contribution of this symposium and its specific articles to understanding the ethical and practical consequences of these efforts is presented.     

THE CONCEPT OF PUBLIC MANAGEMENT AND THE AUSTRALIAN STATE IN THE 1980s

Abstract: The adoption of the discourse of management by Australian public services in the 1980s can be seen as a cultural revolution. Results-oriented management, subordinated to economic considerations, is the dominant approach. The upper levels of the public services have been remodelled in the form of a technically-oriented elite recruited on merit, defined in terms of higher education credentials, drawing a technical intelligentsia, or "new class", into public employment. Although "people and process" approaches, espoused in particular by women, find a place in the new culture, they are subordinated to the demands of scientific management. While the technical intelligentsia is resistant to traditional forms of bureaucratic authority and open to rational debate and new ideas, its members are not well equipped to take account of the substantive concerns of public policy and service provision. The distinctiveness of public management is submerged by inappropriate private sector models, and issues tend to be reduced to economic ones. The paradox that this culture has risen to prominence under Labor governments is explored and the developments are placed in the context of contemporary demands placed on the Australian state by private capital.     

THE FORGOTTEN ROYAL COMMISSION: PUBLIC SERVICE REFORM IN WESTERN AUSTRALIA

The publication Public Service Inquiries in Australia edited by R.F.I Smith and Patrick Weller (1978) concentrated on the wave of inquiries that swept Australia in the 1970s with most attention being given to the Royal Commission on Australian Government Administration (RCAGA). While the focus of the book was on contemporary developments, Roger Wettenhall's chapter 2 outlined "A Brief History of Public Service Inquiries" so as "to set the present generation of inquiries more firmly in a historical context" (1978, p.15).