The class as case: “Reinventing” the classroom

New approaches to public management provide principles by which to organize the classroom as a case. In teaching public management one can enhance learning for practice by modeling, experimenting with, and reflecting upon the principles that one is teaching the students. The principles from the new ideas about public management that can be used to organize the classroom as well are strength through diversity, continuous improvement, teamwork, and empowerment. They represent changes in governing relations across the country and globe within which the new approaches to public management rest; each of these principles has a role in the “reinvented” classroom. Such practices require institutional support of various kinds as well. © 1999 by the Association for Public Policy Analysis and Management.     

We’re Not all Happy Yet: Attitudes to Work,Leadership, and High Performance Work Practices among Managers in the Public Sector

This article explores the attitudes of male and female managers in the public sector toward high performance Human Resource Management (HRM) policies and practices, work, and organisational leadership, and compares these attitudes to those of managers in the private sector. It finds that female public sector managers are most positive about high performance HRM policies and practices. Male public sector managers are less positive than female managers in the public sector and male and female managers in the private sector across all the measures. Psychological contract theory suggests either the changes associated with high performance HRM policies and practices, or attempts to decrease the disadvantage felt by women in the public sector may have resulted in a sense of disadvantage among some men in the sector, and created a changed, more transactional psychological contract between these men and their organisation. Strategies are needed to reengage public sector men.     

Quantitative methods,economics, and or models

Training in quantitative methods is seen as essential for policy analysts, public administrators, and public managers if they are to make cogent and informed data‐based arguments. If our objective is to help students and future practitioners identify credible evidence, to make sense of that evidence, link it to their substantive knowledge, and thereby develop a defensible case for action, then this paper argues that our current approach to teaching methods is inappropriate. We need to take into consideration the learning styles and needs of our students in designing the delivery and content of our courses. Our current emphasis on teaching techniques needs to be replaced by an emphasis on teaching about the concepts underlying these tools and techniques. © 2008 by the Association for Public Policy Analysis and Management.     

Outsourcing in the public services: a comparative analysis of practice,capability and impact

This article analyses thinking and practice concerning privatization and outsourcing in the public services and compares recent trends with the findings of an extensive comparative survey of outsourcing conducted at Cranfield School of Management. Particular attention is paid to the systems and processes being outsourced, their importance to the organization and the impact of outsourcing on public service organizations. The results of the survey suggest that public service managers are more skilful than managers from the private sector at handling the transactional aspects of outsourcing. However, managers from public service organizations, unlike managers from the private sector, assert that outsourcing is damaging the running of public service enterprises. It is concluded that until the political and administrative processes are more closely aligned public service managers will continue to hold a more negative view of outsourcing. Copyright © 2001 John Wiley & Sons, Ltd.     

Linking action training to bureaucratic reorientation and institutional reform

This article explores the use of action-training methods in a highly centralized and control-oriented public sector. It focuses on the Technical Assistance and Training Programme for Departmental Development Corporations (PATC-CORDES), an innovative programme in Peru initially supported by the United States Agency for International Development (USAID). Successive sections review a particularly influential alternative to conventional classroom training proposed by Honadle and Hannah (1982); provide relevant background; describe PATC-CORDES organization and objectives; examine its training activities; assess the resulting institutional impacts; and posit important insights from the case study. The PATC-CORDES experience demonstrates that action-training methods can produce positive results in agencies that are part of a rigid public sector and, more importantly, that such methods can be linked to bureaucratic reorientation and institutional reform. Perhaps the most interesting and controversial conclusion is that recruitment of central administrators to lead training exercises can be a useful tactic for bureaucratic reorientation. The article is based on review of documents, reports, and evaluations prepared by persons working for USAID/Peru, PATC-CORDES, and departmental development corporations (CORDES); extensive interviews with political leaders, managers, and professionals in these same organizations; analysis of Peruvian legislation; and other references cited in the text.     

Institutional Constraints,Managerial Choices,and Conflicts in Public Sector Supply Chains

In this research, we compare the governance mechanisms that public sector managers and private sector managers leverage when responding to conflict in supply chain relationships. We find evidence that public sector managers are more likely than private sector managers to rely on written (formal) contract mechanisms, but that both public and private managers use relational (informal) governance mechanisms to similar extents. We also find that managers from both sectors perceive an improvement to the quality of the exchange relationship when a relational approach is emphasized in managing the conflict. Our research provides an important contribution to our understanding about the actions public managers take in dealing with supply chain conflicts and suggests potential policy alternatives to foster contracting efficiency and effectiveness.     

THE DESIGN AND USE OF PERFORMANCE INFORMATION IN INDONESIAN LOCAL GOVERNMENTS UNDER DIVERGING STAKEHOLDER PRESSURES

Public sector managers in less developed countries are confronted with opposing forces. A lack of sufficient resources along with a tradition of corruption are obstacles for developing and using performance measurement systems. However, recent public sector reforms in less developed countries, including decentralisation and anti‐corruption programmes, stimulate the development and use of such systems. On the basis of a framework, which distinguishes different types of stakeholders, each with particular performance interests, we analyse how public sector managers are coping with the two opposing forces, given the relative power positions and the interests of their stakeholders. On the basis of four cases studies of local government agencies in Bali (Indonesia), we found that with respect to the annual performance reports, managers in these agencies focus more on fulfilling the formal requirements regarding the format of these reports and on their timely submission than on their contents, which are all symptoms of a symbolic rather than functional use of performance information. However, the reports include information on inputs that is linked to similar information in short‐term reports, which the managers use in a functional manner. These managers show a kind of juggling behaviour, in the sense that they partially try to serve conflicting performance interests. Copyright © 2012 John Wiley & Sons, Ltd.     

Ownership,empowerment, and productivity: Some empirical evidence on the causes and consequences of employee discretion

Abstract This paper uses a sample of professional engineers employed in the public and private sector to investigate the effect of sector employment, indicators of task complexity, organization size, number of rules, importance, and attentiveness and agreement among various principals (customers or clients, peers, mid‐ and top‐level management, and politicians) on both employee discretion and a subjective measure of employee productivity. The results show that disagreement among important and attentive proximate principals (mid‐level managers) expands discretion, but disagreement among important and attentive distant principals (top executives and politicians) reduces discretion. Sector has no direct or indirect effect on discretion. When customers or clients and peers are important and attentive principals, discretion increases, and so does productivity. Monitoring by mid‐level management has no effect on productivity. Because disagreement among distant principals is greater in the public sector, devolution of authority alone is unlikely to increase public sector productivity. © 2000 by the Association for Public Policy Analysis and Management.     

Oh Ye of Little Faith! A Response to Davis and Wanna

In response to falls in public sector employment and the closure of public management programs in universities, Davis and Wanna (1997) raised the significant question: ‘Does the teaching of public administration have a future?’ A study of the changes in roles, functions and competencies and education needs of ‘new’ public sector managers suggests that universities have a distinctive role in meeting their need for management education.     

Do Australian public sector employees have the type of culture they want in the era of new public management?

New public management theory proposes that public sector organisations should be managed more like private sector organisations. It is therefore expected that public sector managers will have preferences for an organisational culture that will reflect the culture of private sector organisations, with an external rather than internal orientation. The current research investigated the idea that managers' perceptions of ideal organisational culture would be different to the bureaucratic model of culture (internally oriented), which has traditionally been associated with public sector organisations. Responses to a competing values culture inventory were received from 925 public sector employees. Results indicated that the bureaucratic model is still pervasive; however, managers prefer a culture that is more external, and less control focussed, as expected. Lower level employees expressed a desire for a culture that emphasised human relations values.     

Revitalizing public management training in the Americas

The decade of the 1980s signalled major changes within public administration and development-oriented activities. As a consequence of the internationalization of the agendas of practitioners and academics working in these areas, there is today a growing convergence among public policy, public management, public administration and political science. Given the complexity of the public sector cross-nationally, what has become necessary in public management education is the design of programmes that meet specific needs and priorities and which are responsive to very different national settings. This particular case study is centred around one endeavour to achieve more effective interfacing between theory and practice, in the teaching of public management and the design of development programmes in the United States (US). It is based on an assessment of a 10-year co-operative endeavour between the National Association of Schools of Public Affairs and Administration and the US Agency for International Development. The outcomes of this project provided not only leverage for important changes in the teaching programmes of schools concerned with international management education but also built a new relationship between government and a non-governmental organization through the contacting out of management development work.     

Goats or wolves? Private sector managers in the public sector

Public administration reforms have propagated the use of private sector management skills in the public sector, and an increased openness to managers with a private sector background. This has created a debate between those who think private sector experience improves public institutions by bringing core managerial values such as results orientation, efficiency, or openness to innovation, and those who argue that private sector experience can damage core public sector values, such as impartiality and equity. Despite the abundant anecdotal evidence, broad empirical evidence on the effects of private sector experience on public managers' values remains limited. Using data from a survey among central government top managers in 18 European countries, we show that public managers with private sector experience have, as expected, more core managerial values. Yet, unlike the conventional view, core public values do not suffer.     

浅析英语教学中的"互动"教学模式

通常情况下,课堂一直是大部分学生学习外语的主要场所,通过课堂教学,学生们学习外语知识并练习使用该语言,课堂教学成为他们学习外语的一个主要途径。因此,教师的课堂教学效果直接影响着学生学习外语的效果,教师课堂教学的成功与否,不仅能影响学生是否愿意接受课堂外语学习,是否对其产生兴趣,而且能影响整个课堂教学能否顺利进行。因此,课堂教学的方法显得尤为重要。     

Employee buy-outs and privatization: Issues and implications for LDCs and post-communist countries of UK experience

Privatization has become an international phenomenon. Most attention has been devoted to privatization by stock market flotation or by sales to third parties. Management and employee buy-outs present a third main possibility for transferring assets from the public to the private sector. This paper discusses the scope for privatization buy-outs in LDCs and ‘post-communist’ economies in the light of conceptual issues and UK experience. The positive aspects of privatization by management and employee buy-outs concern: ownership incentives; the introduction of control mechanisms by institutional investors and various types of financing instruments; indigenous ownership, decentralized privatization; greater incentives in firms where specific skills are involved; the ability to improve trading relationships between a privatized supplier (the buy-out) and its former parent, which remains in the public sector where the supplier is heavily dependent on its former parent; and the general contribution of buy-outs to a redrawing of a state firm's spread of activities to create a more viable entity. The potential problems with buy-outs concern such issues as: absence of entrepreneurial skills; the scope of their applicability; the potentially restrictive effects of debt and debt-like finance; the need to deal with investment requirements of firms; the lack of personal wealth; the use of inside information by managers to purchase a firm at a price which is to the detriment of the public interest; and the possibility of social and political problems if individuals are perceived to enhance their personal wealth significantly as an accident of where they work. There are means by which many of these potential problems can be dealt with and the paper addresses these.     

Privatization,regulation and development: Some questions of training strategy

In the current debate over the role of the public sector and its effective and efficient management, too little attention has been paid to the training implications of the various policy options. These include privatization as well as public enterprise performance improvement and rehabilitation. Third world training institutions are only just beginning to respond to the new tasks of re-equipping public sector managers to enable them to play a more ‘enabling’ or ‘facilitating’ role vis-à-vis the private and parastatal sectors. Accordingly, this article suggests a number of major elements that need go into any national training effort to strengthen the government-enterprise interface, including some of the curricular content, needs for case and teaching materials, developing training methods, the role of research, possibilities of a regional approach and the role of the international donor community.     

Comparing Public and Private Managers' Leadership Styles: Understanding the Role of Job Context

ABSTRACT

Comparing public and private managers is a major subject in the public management literature, but there have been only a few empirical studies of the differences in their respective leadership styles. Traditionally, leadership style is explained by the characteristics of the manager, the employees, and their job. This study explains leadership by the manager's job context: the degree of job complexity, role clarity, and job autonomy. We argue that differences in job context explain the use of different leadership styles in the public and private sector. To clearly specify the importance of sector, the study investigates direct, mediating, and moderating effects. Based on a survey of Danish public and private managers with 949 respondents, this article shows that job context variables vary significantly between public and private sector managers. The article provides some explanations for why public managers use more participative leadership, while private ones use more directive leadership.     

Regulating Public Services: How Public Managers Respond to External Performance Assessment

Performance management systems have become a key component of contemporary public administration. However, there has been only limited analysis of the social construction of performance by public managers who are subject to them. This article examines the ways in which public managers create, maintain, and disrupt performance management practices. The authors find that managers make external performance assessments perform for themselves by constantly negotiating boundaries in ways that combine bureaucratic and managerial rationales. The authors argue that the ways in which organizational boundaries are constructed are fundamental to understanding the success or failure of performance management systems and the transformation of managerial ways of thinking about performance into a logic of improvement through which contemporary public sector reforms become embedded.     

Dynamics of Sector Switching: Hazard Models Predicting Changes from Private Sector Jobs to Public and Nonprofit Sector Jobs

Policy makers and public managers emphasize the importance of bringing private sector experience and skills into the public and nonprofit sectors. One result is an increased focus on privatization and contracting out, developments to which researchers have been attentive. However, the long-standing practice of hiring people with industrial experience into the public and nonprofit sectors has received remarkably little attention. This study, based on questionnaire responses from mid- and upper-level personnel in public and nonprofit sector organizations, attempts to understand the dynamics of sector switching from the private into either the public or nonprofit sector. Using event history analysis, the article looks at switching patterns. The probability of switching into the public sector is much higher for those who held a managerial occupation in their previous private sector job than for those who held professional and technical positions. Having more subordinates in a previous private sector job is associated with a lower likelihood of switching into a public sector job. By contrast, switching into the nonprofit sector is more often associated with a promotion.     

Graduate education in public management: Working the seams of government

Public management means quite different things when it is understood in terms of its intellectual roots in policy analysis, in terms of what managers actually do in the public sector, and in terms of the knowledge and skills required for effective performance in higher-level jobs in the public sector. As taught in the public policy schools, public management has inherited a deep skepticism about public intervention and an active decision-forcing attitude toward the practice and teaching of management. These attributes distinguish it from public administration. The public management curriculum has developed in a number of different ways, and four broad models can be discerned from existing practice: the core survey model, the elective model, the modified MBA model, and the generic model. These models differ in several ways but share a common bias toward grounding in the technical core of management skills, a strong decision-forcing emphasis, and an active view of the manager's role.