Healthcare providers in the English National Health Service: public, private or hybrids?

In recent years it has been noted that boundaries between public and private providers of many types of welfare have become blurred. This paper uses three dimensions of publicness to analyse this blurring of boundaries in relation to providers of healthcare in England. The authors find that, although most care is still funded and provided by the state, there are significant additional factors in respect of ownership and social control which indicate that many English healthcare providers are better understood as hybrids. Furthermore, the authors raise concerns about the possible deleterious effects of diminishing aspects of publicness on English healthcare. The most important of these is a decrease in accountability

Réglement organique pour le service public du culte, dans les synagogues belges

adopté par le consistoire, et approuvé par le Grand-Rabbin de la Belgique

Revue GRASPE/GRASPE Review. Groupe de Réflexion sur l’avenir du Service Public Européen. Reflection Group on the Future of the European Civil Service Cahier n° 23 Juin 2014 GRASPE Cahier No 23, June,2014

No abstract.

Écouter la différence? : les nouvelles, la publicité et le service public en radiodiffusion

Mémoire numérisé par la Direction des bibliothèques de l'Université de Montréal.

Écouter la différence? : les nouvelles, la publicité et le service public en radiodiffusion

Mémoire numérisé par la Direction des bibliothèques de l'Université de Montréal.

Traps for the unwary : reform stories of private sector managers entering public service

The purpose of this research is to capture and interpret the stories of “outsider” managers who make the transition to the public sector. These experiences are considered in the context of efforts to shift public management culture in a direction consistent with meeting contemporary demands placed on public sector organisations. It is often noted that an important strategy for changing culture is the infusion of outsiders. Outsiders are thought to bring new perspectives that, through a dialectical process (Van de Ven 1995), create the potential for change. While there have been cross-sector comparisons (Broussine 1990; Silfvast 1994; Redman 1997), little attention has been given to the experience of those who make the transition in the context of efforts to reform public sector management culture. Not only is the infusion of private sector managers into the public sector a potential culture change strategy, it is also a personal experience for those who make the transition. Boundary crossing is typically an anxiety provoking experience (Van Maanen & Schein 1979) and the quality of this experience influences decisions to commit, engage, disengage or exit. The quality of the experience is likely to be affected by how the public organisation responds to people making this transition, that is, their investment in people processing (Saks 2007). The cost of recruitment and selection processes at middle and senior management levels warrants a greater research focus on this transition. In this paper we argue that the experiences of those who make the transition from private to public sectors has much to tell us about the traps that transition managers experience in making this change, the implications for injecting outsider managers as a strategy for achieving public management culture change, and how reform-oriented public organisations can manage the transitions of outsider managers into the public sector in order that best value might be achieved for both the individual and organisational change goals.

Review of the drug law enforcement activities of the Forest Service; and the Omnibus Public Lands Act of 1987 [microform] : hearing before the Subcommittee on Forests, Family Farms, and Energy of the Committee on Agriculture, House of Representatives, One Hundredth Congress, second session, on H.R. 3680, July 12, 1988.

"Serial no. 100-92."

Compendium of legally and administratively defined missions of the various research supporting divisions of the Public Health Service; a working draft for administrative purposes.

Mode of access: Internet.

Public service training for local government personnel in 1956 ; a survey of current programs and practices /

Mode of access: Internet.

Public Use; Tabulations of Visitors to Areas Administered by the National Park Service

Title Varies: Comparative Travel Data; Visitors To Areas Administered by the National Park Service; Public Use, National Parks and Related Areas; Public Use of the National Parks; a Statistical Report; Public Use of the National Parks

"Public on the outside, private on the inside": the organizational hybridization, sense of belonging and identity strategies of the employees of a public unemployment insurance fund in Switzerland

A number of studies show that New Public Management reforms have altered the current identity benchmarks of public officials, particularly by hybridizing values or management practices. However, existing studies have largely glossed over the sense of belonging of officials when their organization straddles the concerns of public service and private enterprise, so that the boundary between public and private sector is blurred. The purpose of this article is precisely to explore this sense of belonging in the context of organizational hybridization. It does so by drawing on the results of research conducted among the employees of a public unemployment insurance fund in Switzerland. On the one hand, the analysis shows how much their markers of belonging are hybrid, multiple and constructed in negative terms (with regard to the State), while indicating that the working practices of the employees point to an identity that is nevertheless closely bound with the public sector. On the other hand, the analysis shows that the organization plays strategically with its State status, by exploiting either its private or public identity in line with the needs related to its external image. The article concludes with a discussion of the results highlighting the strategic functionality of the hybrid identity of the actors.