Van Gramberg B, Teicher JThe International Journal of Public Sector Management, (UK), 2000 Vol 13 No 5
Start page: 476. No of pages: 17
Investigates the extent to which privatization of public sector services has meant empowerment for public sector managers and a ‘hands off’ approach by central government. Explores the situation of local government in Victoria, Australia; argues that a highly interventionist strategy was played by central Government in implementing municipal reform programme between 1992 and 1996. Describes the nature of this reform programme and argues that these reforms restrict the autonomy and managerial freedom of local government. Uses a large city council to examine the areas of – the purchaser-provider split (Compulsory Competitive Tendering), strategy formation, contractualism, financial management and quality management. Discusses six possible causes for the gap between managerial theory and practice; concludes by arguing that managerial strategy has been repressed; highlights how the emphasis on centrally imposed requirements supported by legislative compulsion and financial constraints has had severe repercussions for the development of the managerialist model.
Subject(s): LOCAL GOVERNMENT, MANAGERIAL POWER, PUBLIC SECTOR, CENTRAL GOVERNMENT, AUSTRALIA, PRIVATIZATION, COMPULSORY COMPETITIVE TENDERING, QUALITY MANAGEMENT
Style: Theoretical with application in practice, Case study
ISSN: 0951-3558. Reference: 29AY445
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm