Callendar G, Johnston J
Public Administration and Development, (UK), Feb 97 (17/1)
Start page: 55 No of pages: 16
Discusses the Australian government’s public sector reform initiatives, introduced over the last ten years, in order to achieve national competitive advantage, including downsizing, corporate management and commercialization, based on an economic rationalist-managerialist style of governance. Points out that Australia can no longer rely on trading success based solely on its abundance of natural and agricultural resources, and highlights problems inhibiting the involvement of the Australian manufacturing sector in international competition. Questions the Australian government’s handling of several issues, including tariff barrier reduction decisions, the lack of incentives for small- to medium-sized businesses, the transport infrastructure, higher education reforms, privatization of government business enterprises, partnership ventures with private companies and the wide use of private sector business consultancy advice. Stresses the need for extensive management education reform to provide the competences necessary for successful business collaboration, and examines the potential social costs of competition policy, suggesting that the Australian government has failed to consider the possible long-term outcomes of its actions and needs to adopt a more strategic approach to decision making.
Subject(s): PUBLIC SECTOR ADMINISTRATION, AUSTRALIA, CENTRAL GOVERNMENT, ORGANIZATIONAL CHANGE, COMPETITIVE ADVANTAGE, STRATEGIC MANAGEMENT, PRIVATIZATION
Database: TMA: Top Management Abstracts
Style: Case study Reference: 26AR558
Reproduced by permission of Anbar Management Intelligence