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.     

THE CHANGING CONTEXT OF ACADEMIC SCIENCE: UNIVERSITY-INDUSTRY RELATIONS IN BIOTECHNOLOGY AND THE PUBLIC POLICY IMPLICATIONS

The issue of university-industry relations in the field of biotechnology illustrates the changing context of academic science. Research has become an organizational enterprise and no longer can be seen as simply the accumulation of individual efforts. This development complicates the normative context of academic science and in so doing introduces important policy questions, especially regarding interaction between industry and universities. Funding, faculty conflict of Interest, and the ownership of intellectual property resulting from research are policy issues which are analyzed in the context of some of the recent organizational changes in the performance of academic research.     

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.     

TOWARDS RESOURCEFUL PUBLIC ADMINISTRATION: A MANAGEMENT POLEMIC

Abstract: Doctrines of public administration are in ferment. Proponents of the newer public management challenge defenders of the traditional public service. Academic commentators frequently oppose both the newer managerialism and the traditional apolitical professionalism. The net effect is to distort the call for better public management. One useful step out of the mess is backwards—toward a recovery of the fundamentals of democratic political theory, of that original sense of the governing partnership between public servant and politician. In the 1950s, Fritz Morstein Marx called it resourceful public administration. By reviving this older sense of public resources, we tap a fundamental but frequently ignored vein of public administration theory. Through "the other Marx" we rediscover his mentor, John Stuart Mill, from whom we still have much to learn about our greatest administrative resource—our people, both politicians and public servants. Both Marx and Mill give us salutary examples on how to ask the basic questions of principle, which we tend to bypass in our pursuit of pragmatic arrangements.     

THE BIOTECHNOLOGY OF SEX PRESELECTION: SOCIAL ISSUES IN A PUBLIC POLICY CONTEXT

Sex preselection is the ability to select the sex of one's offspring prior to conception. After a discussion of the potential methods of sex preselection, this paper explores the possible diffusion of sex preselection biotechnologies within sociopolitical systems. Ethical aspects are discussed w i t h i n the context of broad social issues, family considerations, social class effects, crime, religion, and medical services. The article concludes with an examination of the public policy choices that might confront decision makers should sex preselection become a reality.     

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 MULTI-DIMENSIONAL NATURE OF ATTITUDES TOWARDS PUBLIC SERVANTS

Abstract: There is relatively little published research which assesses the public's attitudes toward public servants and public servants' attitudes toward themselves. In this study a 36 item semantic differential scale was designed and administered to 182 graduate clerks in the Australian Public Service late in 1974. A factor analysis of the responses gave nine independent dimensions of attitudes toward public servants, namely Orientation Toward Change; Trust and Reliability; Intellectual Orientation; Cooperativeness; Power and Strength; Interpersonal Relations; Stability; Decisiveness; and Work Orientation. The graduate clerks, when evaluating Australian public servants in relation to these dimensions, saw them as resistant to change, rule-bound, dull, indecisive, and lacking in the work ethic, although trustworthy, educated, helpful, friendly and secure. Are these perceptions accurate? Quite probably the images are a reasonable representation of what they have experienced in their first year's employment. In answer to the question are the attitudes of graduate clerks reflected in their behaviour, it could be pointed out that their attrition rate is quite high and over 40 per cent indicated dissatisfaction with their jobs. Perhaps, though, the graduate clerks expected too much of the public service at that time, and the portrait of the public service was not as negative as many critics would have expected.     

THE POLITICS OF MANAGEMENT AND TECHNOLOGY IN THE USSR

Book reviewed in this article:
Nathan Leites, The Soviet Style in Management (New York: Crane Russak, 1985).
Bruce Parrott, Politics and Technology in the Soviet Union (Cambridge, MA: M.I.T. Press, 1985).
Bruce Parrott, Trade, Technology and Soviet-American Relations (Bloom-ington, IN: Indiana University Press, 1985).     

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.     

BEATING THE ODDS: MAYORAL LEADERSHIP AND THE ACQUISITION OF POWER

During a time of dwindling resources, Boston Mayor Kevin White acquired a significant amount of power. This was in contrast to the experiences of other mayors during the 1960s and 1970s and to the predictions for mayoral leadership in general. Examining the paradox of White's administration underscores the need for politically skillful executives. Effective political skills include the ability to perceive resource opportunities, to select the appropriate strategies and to choose the best arena in which to operate. While all mayors have access to resources, they do not always use them effectively. Resources must be conserved, protected, and pyramided. Focusing on White's role as a power accumulator, his use of federal money, and his shift from audience and media politics to constituent and organization politics, this article examines how a mayor expands his political capital in an environment of limited resources. The major themes that emerge are the importance of political skills and political organization to strong mayoral leadership.