Governance has become widely used in relation to matters of public administration. This includes incorporation of different stakeholders within the management pattern of the public sector and other outside parties. Majority of today’s organizations in the public sector coordinate the hierarchical, market and network modes in their management patterns. Meuleman (2008, p.11) argues that “governance entails all the total interactions in which the government as a public body, the private sector and the entire civil society participate in towards a united goal of solving existing problems in society”. In other words, governance is a term used to refer to a new way of public management. It incorporates a new set of management tools towards attaining high efficiency standards of production in public services (Rhodes, 1997). The next problem that needs to be tackled is how will those individuals charged with the management of public administration apply hierarchical, network and market modes in their governance? Reforms will be achieved through the mixture of complex and conflicting policy making processes that require thorough implementation and interpretations. Therefore different thinking perspectives must be sought from public and private actors in the society (Dent et. al, 2001). Public managers play an important role in the quest of bringing reforms in public administration by acting as metagovernors. They must apply distinctive courses of action in choosing strategic policies to implement through the coordination of hierarchical, network and market modes. The importance of public sector reforms is therefore aimed at meeting certain projectiles. The methods employed in attaining these reforms must be separated from the governing authority of the public organization in question. This brings calls for the formation of a regulatory agency to the responsibility of bringing in the reforms. Measures such as the privatization of the public sector thus come in handy. The regulatory agency that is selected
should show the ability of delivering services that will meet the interests the interests of the people.
2. Importance of hierarchies, markets and networks for public management. The importance of understanding hierarchies, markets and networks for public management helps the management administration to explain the conflicts and synergies that arise from using governmental management approaches. For a long period, reforms in the public sector involved a lot of bureaucracy in decision making procedures. The public sector was usually characterized by stringent rules, bias in appointing individuals to leadership positions and permanency in awarding job contracts. This was often marred by influence from politics in evaluation of the type of policies to implement. The understanding of the complexities of the top to down approaches has enabled many governing authorities to realize that they cannot solve complex problems existing in the society on their own. Public-private partnership must be encouraged towards solving these problems. This involves the elimination of boundaries that exist between the private and the public sectors (Meuleman, 2008, p.22) A number of models can be implemented in addressing hierarchical issues which include forward and backward mapping which is proposed by Elmore (1982), advocacy solutions and use of communication. Networks in an organization are factors that describe the resource management in the organization. In achieving reform goals, the managers need to establish strong relationships with other organizations in the society. Provision of government services is thus contracted to other stakeholders such as private organizations and non-governmental entities. Networks help the organizations to build mutual trust among the members through building consensuses and promoting interdependency. This increases the level of...