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 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 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.     

WOMEN AND MANAGEMENT IN THE PUBLIC SECTOR

Abstract: Although welcome gains have been made towards greater equity for women in the public service in recent years, many issues have yet to be tackled adequately. The paper is essentially concerned with the problems which arise because EEO programs have been couched in managerial terms, as part of the recent management reform and improvement programs within the public sector. This technocratic approach is very masculine in style and largely requires assimilation to the dominant male form of management. In concentrating on formal organisational issues. EEO programs can deflect attention from a direct engagement with the relevant value matters. Nor is the relationship between the work environment and other institutions, most importantly the family, dealt with in the managerialist approach.     

PUBLIC MANAGEMENT OR PUBLIC ADMINISTRATION?

Abstract: The debate over managerialism has been the most controversial issue in Australian public administration journals in recent years. Although most articles have been critical, there have been responses in favour of the changes by senior public servants. One unfortunate consequence of this debate has been the appearance of a gap between academic public administration and public service practice.
This paper argues that, from several angles, the work now carried out by public services is management rather than administration. It argues that managerialism is a long-overdue reform to a model which has outlived its usefulness. The traditional model of public administration was an irrelevance for many years; it was never efficient or effective and deserved to be replaced. However, public management does not necessarily mean the widespread and uncritical adoption of practices from the private sector. What it should mean is that a distinctive public management needs to be developed. This should take account of the differences between the sectors, but still recognise that the work being done by public servants is now managerial rather than administrative.     

DEVELOPING A FRAMEWORK FOR MANAGEMENT EDUCATION IN THE VICTORIAN PUBLIC SERVICE

Abstract: The Public Service Board of Victoria initiated a project in March 1989 to plan a framework for the development of competent managers. The methodology involved an examination of the current practices of 23 organisations, together with a worldwide literature search. The major findings were that the managerial task is similar across sectors, but the manager level and the environment are qualifying variables; that training, management education and development in private sector organisations and statutory bodies has total commitment from the chief executive, is closely linked to the business plan, forms part of an integrated human resource management system, and is continually reinforced by the organisation's culture and values; and that there is no strategic and focused approach to developing managers across the Victorian Public Service. The 21 recommendations covered the areas of investment and commitment, the development of a systematic approach by providing quality management programs based on core managerial competencies and the integration of training, education and development with performance management processes.
The implementation plan calls for pump-priming funds for resourcing and delivering high quality programs, a change in the culture, the adoption of a set of principles, the establishment of a management education unit, acceptance of a common language of competence for managers, and an integration of education and development needs with corporate plans through the performance improvement system. Commitment to implementation should result in a systematic approach to the formation of competent managers with the benefits flowing to the community through improved services, the government gaining by increased performance of the agencies, and public servants being able to reach their full potential.