Education for public management : an interagency long-term training program /

Cover title.

Minority employment prospects in public v. private sector labor markets /

Typescript (photocopy)

Policy and administration.

Mode of access: Internet.

Fiscal administration of county roads; three Tennessee counties.

Mode of access: Internet.

Organization and administration of the state government of North Dakota. Prepared for the North Dakota Governmental Survey Commission 1942.

Mode of access: Internet.

Intergovernmental relations in welfare administration [dealing particularly with relations affecting the New York City Department of Welfare] A report for the Mayor's Committee on Management Survey.

Mode of access: Internet.

Intergovernmental relations in the administration of mental health programs in the New York metropolitan area

Bibliographical footnotes.

Impact of war on Federal personnel administration, 1939-1945.

Mode of access: Internet.

Management in the public service; the quest for effective performance.

Mode of access: Internet.

Temporal dimensions of development administration

Papers delivered at a summer seminar held at the University of California, Berkeley in 1965.

Intergovernmental decisionmaking for environmental protection and public works /

Mode of access: Internet.

A comparative analysis of entrepreneurial approaches within public healthcare organisations

This article examines the development of two distinct models of organising allied health professionals within two public sector health service organisations in Australia. The first case illustrated a mode of organising that facilitated a culture that focused on asset protection and whose external orientation was threat oriented because its disparate multiple identities operated as a fractured, fragmented and competitive set of profession disciplines. In this milieu, there was no evidence of entrepreneurial approaches being used. In contrast, the second case study illustrated a mode of organising that facilitated an entrepreneurial culture that focused on asset growth and an external orientation that was opportunity oriented because of the evolution of a strong superordinate allied health identity that operated as a single united health services stakeholder. This evolution was coupled with the emergence of a corporate boardroom model of management that is consonant with Savage et al. (1997) IDS/N model of management. Once this structure and strategy were in place, corporate entrepreneur ship became the modus operandi. Consequently, because the case study was a situation where corporate entrepreneurship existed in the public sector, it was possible to compare the factors that stimulate corporate entrepreneurship in Sadler's (2000) study with factors that were observed in our study.

Use of derivatives in public sector organisations

The present paper develops and tests a model explaining public sector derivative use in terms of budget discrepancy minimization. The model is different from private sector models. Private sector models do not readily translate into the public sector, which typically faces different objectives. Hypotheses are developed and tested using logistic regression over a sample of Australian Commonwealth public sector organizations. It is found that public sector organization derivative use is positively correlated with liabilities and size consistent with the hypotheses concerning budget discrepancy management.

Do Australian public sector employees have the type of culture they want in the era of new public management?

New public management theory proposes that public sector organisations should be managed more like private sector organisations. It is therefore expected that public sector managers will have preferences for an organisational culture that will reflect the culture of private sector organisations, with an external rather than internal orientation. The current research investigated the idea that managers' perceptions of ideal organisational culture would be different to the bureaucratic model of culture (internally oriented), which has traditionally been associated with public sector organisations. Responses to a competing values culture inventory were received from 925 public sector employees. Results indicated that the bureaucratic model is still pervasive; however, managers prefer a culture that is more external, and less control focussed, as expected. Lower level employees expressed a desire for a culture that emphasised human relations values.