SECTOR WORKSHOPS

There follows a much abbreviated account of the reports by the panel chairmen. It is regretted that a complete record was not kept.     

INFORMAL SECTOR TAX ADMINISTRATION IN ZIMBABWE

Governments have to raise revenue to finance public goods. This study analyses the challenges that Zimbabwe, like most developing countries, faces in attempting to collect taxes from its informal sector. Because the so‐called informal sector forms a large and sometimes growing component of the economy, collecting sufficient revenues to fund expenditure requires tax authorities to seek ways to collect revenues from those earning their incomes in the informal sector. There has been an attempt to collect taxes from the informal sector in Zimbabwe over the past 8 years. Although the actual amount collected from this sector has increased, an evaluation of the way taxes are administered needs to go beyond the amount of revenue collected. It needs to also look at issues such as the proportion of the informal sector paying these taxes, the amount collected as a proportion of total revenues, the costs incurred in collecting these taxes and the tax administration's ability to encourage quasi‐voluntary compliance. This study indicates that the levels of evasion (confirmed by the informal sector associations themselves), selective application of tax regulations and corruption are alarmingly high. These factors, together with the very high tax rates and sheer ignorance, operate as a serious disincentive in informal sector tax compliance resulting in very low revenues from this sector. Copyright © 2014 John Wiley & Sons, Ltd.     

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 SECTOR CULTURE MANAGERIALISM OR MULTICULTURALISM?

Abstract: Despite dramatic change in the Australian public sector, little attention has been paid to organisational culture. With the importation of private sector strategies and structures the traditional values of public administration have been eroded. Public organisations and their members have experienced consequences of "culture shock", even "cultural revolution". Managerialism is an introduced culture which has been criticised by some academics and public servants. It is seen as inappropriate to the distinctive values and operating context of the public domain, as purporting to value-free technique while in effect operating as the mystifying ideology of a dominant elite. Managerialism has been constructed, it is argued, on simplistic and now superseded concepts of rational "management man", goal setting and planning. While managerialism is not the culture which will endow public organisations with new meaning and propel them to excellence, it can expect to increase its hold in the absence of the development of new models of the culture of public organisation. While new public sector cultures will need to be organisation-specific, to accommodate the differentiation between and within public organisations, an overarching framework of public sector values and principles will be required. One of the distinctive features of most public sector organisations is die number and diversity of their stakeholders. A multi-cultural model of public sector culture is proposed, which construes this diversity of subcultures as an instrument of strategic flexibility.