PUBLIC AND PRIVATE SECTOR MANAGERS OVER 20 YEARS: A TEST OF THE ‘CONVERGENCE THESIS’

This paper sets out to test the ‘convergence thesis’ in respect of managers in the public and private sectors in Britain. New Public Management (NPM) initiatives have had the objective of making managerial behaviour in public sector organizations more similar to that in the private sector. Based on unique national surveys undertaken in 1980, 1990 and 2000, using quite large random samples of fellows and members of the Chartered Management Institute (CMI), comparisons are made to investigate whether ‘convergence’ between public and private sector managers has actually occurred. The patterns are found to be complex and, although there are some signs of convergence, the two sectors continue to exhibit similarities, persistent differences and parallel movements evident in managerial attitudes, behaviour and experiences.     

The Politics of Choice and Competition in Public Services

The politics of choice and competition in public services are complex. Only public service users seem basically to want choice. Providers prefer alternative models of service delivery especially those that rely upon trust. Social democrats prefer voice and trust; conservatives want choice and competition to be exercised in the context of a full private market. Yet, so long as they are properly designed, policies aimed at promoting choice and competition can serve the interests of all these groups better than the alternatives.