Managing Out: the Public Sector in the Community

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Part 1 minor (ref Briggs, MacDermott, Weller)

This essay identifies how some of the key factors in the Australian Public Sector have lead to a greater emphasis of managing out. This essay gives an analysis of two key differences in how government agencies interact with citizens, and the role of the media.

Key Factors-
Community expectations, Globalisation, Media ICT, financial/budget pressures, multiple access, opening new channels. Public demand for improved quality of service. More direct engagement with the public through the New Public Management agenda. New imperatives for transparency and accountability, due to the impact of social media and communication technologies (MacDermott 2008:1-5 and Briggs 2006:41)

It can be argued that traditional bureaucracies are inwardly focused and rule, hierarchical and rule bound. Modern reforms have been designed to make bureaucracy more responsive to clients and citizens. Considine (2001: 10-14) identifies five tools of reform. Measuring outputs through program budgeting, corporate planning, performance indicators and performance pay. Moving away from standards and becoming more innovative and inventive, placing greater emphasis on risk-taking. Separating the responsiblilties of policy- makers from service delivery organisations. Purchaser-provider contracts are a feature of this separation.

Resource constraints and budget stringency have seen a major shift towards contracting out and privatization, resulting in many public sector managers now being responsible for managing contracts for the delivery of service, rather than the delivery of service itself.

Part 2 minor (ref considine, Fernandez, Loffler)
This second part of the essay identifies the key differences in how government agencies have changed the way they interact with citizens today. The evolution of the traditional public sector model has moved to corporatist, consumerist way of thinking. Through the new public service and...
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