Exploring Types of Public Sector Organizations: Past Exercises and Current Issues

Classification is important generally as an aid to better understanding of complex phenomena. In the context of public sector understanding and reform, it should have added importance as a guide to policy makers and reformers. There have been some notable efforts to classify public sector organizations, mostly built on interactions between analysts and the reformers themselves. One such mid-20th century exercise postulated a division of public sector organizations into three categories: departments, local governments, and the rest embracing a mass of quasi-autonomous agencies. The developments of the later 20th century, often associated with changing views about the role of the state, have increased the complexity of this third category and have imposed new pressures on our understandings, with the result that there is now a renewed interest in classification issues.     

Public Sector Reform in Denmark: Organizational Transformation and Evaluation

Public sector reform in Denmark has not been studied extensively, despite the country's tireless reorganization efforts and track record of trying new ideas. This article thus seeks to fill a gap in the literature. It does this by examining the reorganization of the public sector in terms of the transformation of organizations, and by assessing how successive governments have evaluated the initiatives taken with the aim of knowing whether or not reorganization has worked. The discussion shows that reorganization has been incremental and pragmatic, and that governments have rarely evaluated their reorganization efforts in any systematic way. One of the primary reasons for this has been the desire of politicians and top civil servants to have political and administrative flexibility and freedom to seize on strategic opportunities, unconstrained by the findings of detailed evaluations.     

Public sector managers: the decision to leave or remain in a job

The public sector faces a grave problem as far as managerial retention as the result of the increasing number of retirements and of voluntary resignations. Despite the vital interest in managerial turnover in the public sector, research is scarce. This study, which increases our understanding of why public sector managers leave their positions, takes a qualitative and narrative research approach in examining voluntary turnover. Interviews were conducted with operations managers (in education, social care, and technical activities) at three Swedish municipalities. We identify a multitude of environment push and pull factors with a focus on administrative support, supervisory support and illegitimate tasks. The narratives of managerial turnover reveal the complexity of the decision to leave or remain in a job, containing a mixture of push and pull factors, negative feelings, unmet expectations and extraordinary events. Three possible HRD actions to decrease undesirable managerial turnover are identified: re-work organizational structures; re-model job characteristics; and re-examine managerial turnover decisions as a long and complex process. Our hope is that the findings are used for ultimately create healthy organizations.     

New Public Management,Service Provision and Non-Governmental Organizations in Bangladesh

New public management (NPM) is now a universal phenomenon dominating the reform agenda of all countries. Bangladesh is no exception. Following the dismal performance of the state-led development the old paradigm of public sector has come under scrutiny. There is now a call for a minimal government. The scale of operations and the role of the government have to be drastically reduced to focus on core functions. In doing so, this will pave the way for the private sector and the civil society organizations to undertake developmental responsibilities in their areas of expertise. This article is an attempt to analyze the significant role played by Non-Government Organizations (NGOs) in rural development service provisions. It argues that the government has to share the developmental responsibilities with NGOs, which have proved their potential in reaching the target population and that an effective partnership is a sine qua non for the meaningful rural development in Bangladesh.     

Public or Private? Public Corporations,Companies and the Decline of the Middle Ground

In the era of New Public Management in the Anglo-Saxon countries, governments have become infatuated with things private and disparaging of things public. This dramatic attitudinal shift has been reflected in the importation of private sector business method into so much of what government does, and in the championing of privatization in its various forms as a way of reducing the size and importance of public sectors. The change represents a retreat from the more traditional acceptance that a valuable social purpose was served by middle ground structures and activities located in the outer parts of these public sectors, i.e., between the highly politicised cores of government systems and the highly commercialised institutions of private enterprise. In particular, this article argues that the form of the public (or government, statutory or crown) corporation epitomised such social value, and that the state-owned company which is now so often replacing it represents an abandoning of social value.     

Towards New Public Management in Greek Public Organizations: Leadership vs. Management,and the Path to Implementation

In the beginning of the 21st century, when the notion of constant transformation is so frequently invoked, organizational change in the public sector is gaining increased attention. Responding to regulatory, economic, competitive and technological shifts, the challenge of reorganization is universal for all public organizations. This paper aims to explore the shift from Traditional to New Public Management (NPM), as well as the driving forces (such as the information economy, the need for better public performance, the opening of global markets, greater knowledge intensity etc.) that lead to the formulation of transformational programs to Greece. A presentation of a transformational program called Politeia, will be provided, analysed and compared to previous efforts. Finally, we address the important role of leadership and management in Greek public organizations that want successful to implement any change effort successfully.     

Challenges to the Emiratisation process: content analysis

After the discovery of oil in 1970s, the United Arab Emirates experienced explosive growth and was able to establish a strong economy in 30 years. Since then, the country has attracted foreign direct investment, and it has maintained its growth strategy by relying on foreign skilled labourers from around the world. Consequently, Emirati nationals were predominantly recruited to and preferred the public sector. Today, as government growth stagnates, the United Arab Emirates’ government is encouraging the private sector to recruit more Emirati nationals. This paper analyzes the current Emiratisation process by looking into the barriers to it via a content analysis of business-focused newspapers published in the country. Unlike previous research, this paper prioritizes the challenges in descending order: skill standards, salary and benefits, and business hours. These challenges have impeded the recruitment of Emirati nationals into the private sector.     

Public Enterprise Reform in Fiji Islands

Reforming the public sector has been on the agenda of nations throughout the world since the late 1970s. Fiji is no exception. It has embarked on reforming its commercial and industrial enterprises since the late 1980s. The government of Fiji has reformed most of its enterprises with an avowed objective of enhancing profitability, productivity, efficiency and accountability. This paper makes an attempt to share some of the experiences of public enterprise reform process in Fiji. It aims to analyze the background, process, contents and impact of the reform and examine the factors impeding the reform program. It highlights that (a) both internal and external factors were responsible for introducing reforms; (b) the reform efforts have not been able to produce desired results; (c) the structural inadequacies in institutions and organizations have created bottlenecks in the reform process; and (d) uncertainty in the political sphere has contributed further to policy shifts.     

Learning in Public Sector Organizations: A Theory of Action Approach

The importance of learning has since long been acknowledged for both business and public sector organizations. However, learning theory and research have tended to neglect the differences between these organizations, and to develop in separate and unrelated directions. To address these developments, this paper purports, first, to develop a theoretical framework that integrates various concepts from the fields of public policy learning and organizational learning, and that is specifically directed at public sector organizations. Second, the paper purports to illustrate the utility of this framework by applying it to policy-making in a Dutch municipality, the Pegasustown prostitution case.     

Public planning and political strategy

Planning theory and practice derived from corporate experience, management science and rational decision theory have had little influence on decision-making in the public sector. The political environment and organizational complexity of public decision making render conventional approaches to objective, rational, comprehensive planning of limited value in government agencies and in private corporations involved in public policy making. A more effective approach to strategic planning and management must be based on an understanding of the political dynamics through which policies are made. It must adopt a variety of styles directly related to major functions in the policy making process and use a variety of political intervention and influence techniques that facilitate the implementation of plans and policies.     

Conclusion: Can We Go Home? Roads Taken, Targets Met, and Lessons Learned on Governance and Organizational Eclecticism in the Public Arena

Organizational eclecticism has characterized much of policy and administrative choices in public governance in the last three decades. This concluding article addresses this phenomenon and argues that roads have been taken, targets have been met, and many lessons have been learned in organizing and managing public sector governance, as the articles in this Symposium demonstrate. In the process, experiments have been conducted, some with success, while others with failure, leading to a proliferation of eclectic choices, many unsuited for organizational effectiveness but beneficial to powerful interest groups and politicians, all at the expense of alternative organizational choices and broad-based public interests. Three broad theoretical models/periods are examined, the proliferation of public sector organizational eclecticism is analyzed, and options are suggested concerning alternative organizational choices, resulting in the question: can we go home now?     

The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure

There is an extensive private sector literature on organizational change management. However, recent studies have suggested that the specific context of public organizations may have consequences for the management organizational change. This study examines to what extent different change approaches and transformational leadership of direct supervisors contribute to the effective implementation of organizational change in public organizations, and to what extent the bureaucratic structure of public organizations makes the implementation of organizational change s3pecific. The implementation of an organizational change in a Dutch public organization is studied using quantitative methods and techniques. The results indicate that bureaucratic organizations may effectively implement organizational change with both planned and emergent change approaches. The contribution of transformational leadership depends on the type of change approach and organizational structure. Transformational leadership behavior of direct supervisors contributes little to planned processes of change, but is crucial in emergent processes of change in a non-bureaucratic context. Although the literature on change management mostly emphasizes the leadership of senior managers, the leadership role of direct supervisors should not be overlooked during organizational change in public organizations.     

5 Public Administration and Organization Studies

Abstract

The study of public organizations has withered over time in mainstream organization studies research, as scholars in the field have migrated to business schools. This is so even though government organizations are an important part of the universe of organizations—the largest organizations in the world are agencies of the U.S. government. At the same time, the study of public administration, once in the mainstream of organization studies, has moved into a ghetto, separate and unequal. Centered in business schools, mainstream organization research became isomorphic to its environment—coming to focus on performance issues, which are what firms care about. Since separation, the dominant current in public administration has become isomorphic with its environment. In this case, however, this meant the field moved backward from the central reformist concern of its founders with improving government performance, and developed instead a focus on managing constraints (i.e., avoiding bad things, such as corruption or misuse of power, from occurring) in a public organization environment. Insufficient concern about performance among public administration scholars is particularly unfortunate because over the past 15 years, there has occurred a significant growth of interest among practitioners in improving government performance. The origins and consequences of these developments are discussed, and a research agenda for organization studies research that takes the public sector seriously is proposed.     

Beyond New Public Management. Answering the Claims of both Politics and Society

New Public Management held the promise of changing traditional bureaucracies into a results-oriented and transparent form of government. Though many of the principles of NPM are being implemented as a way of thinking about government it has been largely discredited. This paper gives examples from Switzerland and The Netherlands where the premises of NPM have either explicitly or implicitly been rejected. The paper concludes by suggesting reasons that led to the decline of NPM and concludes by offering a conceptual restart of public administrative reform. This is based on a constructive mix between aspects of NPM and traditional administration, leading to a New Public Administration.     

Dissecting Public Sector Corruption in Bangladesh: Issues and Problems of Control

The public sector in Bangladesh is ridden with corruption of various dimensions and shades. Apart from bribery, rent-seeking and misappropriation of funds, the performance of public organizations is adversely affected by a host of other factors like excessive lobbying, delays in service provision, pilferage and larceny, irresponsible conduct of officials, bureaucratic intemperance, patronage and clientelism. The several institutional mechanisms to combat administrative malfeasance are rendered ineffective by a non-committed political leadership, a blase"d bureaucracy, weak accountability structures, and unproductive legislative labors. The public body for controlling corruption is itself associated with all sorts of malpractices and conducts its affair most unprofessionally. Despite several attempts, the constitutionally authorized ombudsman is yet to find its place in the governance framework.     

Privatization and Public Opinion in Germany

Privatization has been a major issue around the world, but research on public opinion about it has been scarce. The German Social Survey provides an opportunity to compare citizen opinions from a formerly socialist-authoritarian regime with those from a democratic regime, in their opinions about privatizing banks, electrical power, and hospitals. As do citizens in surveys in other nations, Germans support privatization of the services in the order just given. Citizens from the east, where privatization led to sharp increases in unemployment, oppose privatization much more than do westerners. A LISREL analysis indicates that their opposition is not due to their concerns about its economic effects on themselves or the nation (economic pessimism), but more due to perception of the proper role of government (opposition to government spending), and sense of political efficacy. The analysis also reflects on the roles of other variables such as ideology, partisanship, gender, being unemployed, education, and preference for taxes versus public services. We discuss implications for theory and research on public opinion about government policies and services, such as the role of direct economic self-interest versus more symbolic and ideological orientations.     

考虑公众参与环境行为的公共健康两方博弈演化模型研究

公众参与环境行为是深化生态文明改革的重要组成部分,对化石能源消费排放引发的公共健康水平有着不可忽视的影响。将“公众参与”作为博弈模型的主要策略参数,“政府”与企业设为公共健康影响主要主体。运用演化博弈构建了公共健康影响主体交互机制博弈模型,基于复制动态方程原理与问卷调查数值仿真方法,详尽分析了公共健康主体各相关要素交互演化路径的变化快慢。研究结果表明：模型有{监管,不转型},{监管,转型}两个演化稳定策略。公众参与环境治理程度以及公众自身健康关心度对企业能源转型和政府监管演化路径有显著正向影响,同时与“政府”和企业自身特征相关;公共健康损失赔偿大小是政府监管与企业实行能源转型的重要因素;政府监管知识掌握程度、能源政策执行力、企业能源转型成本大小及额外收益极大影响公共健康主体演化路径;学习型“政府”的监管更能有效加快企业能源转型。同时发现,只有各主体参数共同改变,其中公众参与环境行为群体达90%以上时,公共健康损失才会显著下降;单一主体不能有效作用于公共健康水平;目前,{政府不监管,实行能源转型}这一最理想演化博弈策略在我国国情下还未出现。本文为激发公众参与环境行为、助推企业能源转型与提升公共健康政策的制定提供了新的视角。     

Changing Public Service Organizations: Current Perspectives and Future Prospects

As governments and public service organizations across the globe engage in strategies of institutional and organizational change, it is timely to examine current developments and a future research agenda for public governance and management. The paper commences with reflections on the state of the field, based on an analysis of papers published in the British Journal of Management over the last decade. While there was some variation apparent across the set, the ‘typical’ article was found to be influenced by the discipline of organizational behaviour, set within the health‐care sector, using case‐study methods within field‐based studies, and investigating shifts in roles and relationships and the management of change. It has also in the past been UK‐centric, though the journal editorial policy and our own article call for a stronger international and comparative focus in the future. The second section of the article summarizes the articles and themes contained in this collection of papers on public service organizations. The third section explores a possible research agenda for the future, arguing for the significance of public sector research for the understanding of management more generally, and for examining the interface between private and public organizations (an increasingly common phenomenon). We suggest the need to set public services research in policy and political contexts, and suggest this may reveal organizational processes of wide interest. We call for a wider set of disciplines to engage in public management research, and to engage in moving the agenda from the study of efficiency to effectiveness as defined by a variety of stakeholders. We address the issue of how far public management researchers should become directly engaged with the world of policy and suggest that whether researchers engage in Mode 1 or Mode 2 research, their work would benefit from a stronger theoretical base.     

Changing Public Service Organizations: Current Perspectives and Future Prospects

As governments and public service organizations across the globe engage in strategies of institutional and organizational change, it is timely to examine current developments and a future research agenda for public governance and management. The paper commences with reflections on the state of the field, based on an analysis of papers published in the British Journal of Management over the last decade. While there was some variation apparent across the set, the 'typical' article was found to be influenced by the discipline of organizational behaviour, set within the health-care sector, using case-study methods within field-based studies, and investigating shifts in roles and relationships and the management of change. It has also in the past been UK-centric, though the journal editorial policy and our own article call for a stronger international and comparative focus in the future. The second section of the article summarizes the articles and themes contained in this collection of papers on public service organizations. The third section explores a possible research agenda for the future, arguing for the significance of public sector research for the understanding of management more generally, and for examining the interface between private and public organizations (an increasingly common phenomenon). We suggest the need to set public services research in policy and political contexts, and suggest this may reveal organizational processes of wide interest. We call for a wider set of disciplines to engage in public management research, and to engage in moving the agenda from the study of efficiency to effectiveness as defined by a variety of stakeholders. We address the issue of how far public management researchers should become directly engaged with the world of policy and suggest that whether researchers engage in Mode 1 or Mode 2 research, their work would benefit from a stronger theoretical base.     

Client-Quality Dimensions: Empirical Evidence from the Public Sector of the United Arab Emirates

The study attempts to identify the most essential components, which contribute to the clients satisfaction with the quality service of three federal institutions in the United Arab Emirates public sector. The study reveals that clean office, job knowledge, respect for client, and clarity of regulations were the most important dimensions determining the quality services in the surveyed institutions. Suggestions and recommendations are included in the study.