Abstracts: June 28th, 1999

Juico P E
The Asian Manager, (Phillipines), Sep-Oct 1998 Vol 11 No 5
Start page: 11. No of pages: 2

Discusses the task of managing public resources in an environment of scarcity and under a critical public gaze, where the concern is with accountability and productivity. Describes the difference between private and public sector management, and argues that both perform the same business functions (including production, finance, human resources development) and the same management functions (including planning, leadership, organization) but that their respective constituencies are very different in both number and nature. Contends that new skills are needed to deal with the new issues, such as environmentalism, gender equality, empowerment and disability rights; considers the need for a change in attitudes as proposed by a Price Waterhouse ‘change team’, specifically in honesty, courage, respect for diversity and sensitivity to all stakeholders and constituencies. Believes that measuring effectiveness in the public sector is more ambiguous than in the private sector, where profit is the indicator; defines what accountability really means and concludes that accountable persons and organizations take responsibility for and are responsive to the objectives of the organization.

Subject(s): PUBLIC ADMINISTRATION, ACCOUNTABILITY, PRODUCTIVITY, MANAGEMENT, FINANCE, HUMAN RESOURCE DEVELOPMENT, PLANNING, LEADERSHIP, WORK ORGANIZATION, ENVIRONMENT, EQUAL OPPORTUNITIES, EMPOWERMENT, EFFECTIVENESS, PROFIT, PRIVATE SECTOR, OBJECTIVES
Database: TMA: Top Management Abstracts
Style: Journalistic. Reference: 28AE270.

Reproduced by permission of Anbar Management Intelligence
http://www.anbar.co.uk/management/home.htm