The most basic distinction between public and private organizations is that the political community own public agencies whereas ownership of private organizations belongs to entrepreneurs or shareholders. However, there are many other differences between public and private organizations. The funding for public agencies derives mostly from taxation, which contrasts with private agencies receiving funds predominately from consumers in the form of fees. In the public sector, organizations are largely controlled by political forces, which also results in the imposition of constraints by the political system. Subjection to constraint results in frequent changes in policies within public organizations. The owners and shareholders of private organizations have a direct incentive to monitor the behavior of managers to promote better performance and financial gain. The managers would also benefit if they own company shares. In contrast, managers in the public sector typically do not financially benefit from a higher degree of organizational efficiency. Public organizations are more easily influenced by external events because they function as an open system and must be responsive to the needs of the public. Moreover, public agencies are subjected to few competitive pressures. Public agencies generally have few rivals and hold a dominant position within the market.
Distinctive goals, like equity and accountability, convey public agencies want to control behaviors and achieve a collective purpose for the organization. The use of such goals is said to be absent in private organizations. In order to successfully profit, private organizations pursue a single goal whereas public agencies are confronted with numerous goals. In the...
... middle of paper ...
... private management: What's the difference? Journal of Management Studies, 39(1), 97-123.
Cohen, S., Eimicke, W., & Heikkila, T. (2008). The effective public manager: Achieving success in a changing government (4th ed.). San Francisco, CA: Jossey-Bass (Wiley).
DMV's AutoRenew. (2011). Retrieved March 15, 2012, from State of Connecticut Department of Motor Vehicles: http://www.ct.gov/dmv/cwp/view.asp?a=3065&q=385170&dmvPNavCtr=|#46938
Laureate Education, Inc. (Executive Producer). (2008).Organizational Management and Leadership. Baltimore: Author. "Foundations of Management," with Matthew Joseph and David Osborne
Ocampo, R. B. (2000). Models of public administration reform: "New Public Management (NPM)." Asian Review of Public Administration, 12(1), 248-255. Retrieved March 15, 2012 from: http://unpan1.un.org/intradoc/groups/public/documents/EROPA/UNPAN001431.pdf
The main aim of public service is to deliver services that are of need to its people. How fast a public manager can address its people’s problem and concerns indicates its effectiveness. Responsiveness of the manager develops trust between him, the government, and the people. According to (Rainey, p106) bureaucratic responsiveness implies two things; responsiveness to the people’s wishes or responsiveness to the interest of the government.
Jay, J. (2012). Strategic Leadership Review, Volume 2, Issue 1. In Scholasticahq. Retrieved Janurary 26, 2013, from https://scholasticahq.com/supporting_files/397/attachment_versions/394.
Wright, B. E., & Pandey, S. K. (2010). Transformational leadership in the public sector: Does structure matter? Journal of Public Administration, Research & Theory, 20(1), 75-89. Retrieved from http://library.gcu.edu/
Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall. p. 1-19. Retrieved from http://www.blackdiamond.dk/HDO/Organisation_Gary_Yukl_Leadership_in_Organizations.pdf
Privatization of governmental functions has a direct relationship with the number of contract employees in government and an inverse relationship with the number of civil servants. As privatization has become more acceptable, contract employees are being hired to do the jobs, thus, replacing civil servants.
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Satterlee Anita. (2013), Organizational Management and Leadership: A Christian Perspective. 2Ed. Synergistics International Inc. Raleigh, NC
Public Administration involves the development, implementation and management of policies for the attainment of set goals and objectives that will be to the benefit of the general public. Since Public Administration involves taking decisions that affect the use of public resources there is often the question of how to utilize public resources for maximum public good. The National Association of Public Administration has identified four pillars of public administration: economy, efficiency, effectiveness and social equity. These pillars are equally important in the practice of public administration and to its success. This paper seeks to explain the role of each of the pillars in the practice of public administration.
PRIMIS MNO 6202: Managing Organizations. 2007. The 'Secondary' of the ' Reprint of the book. McGraw-Hill Education, 2013.
Mares, J., (2013, May 1). 25 differences between private sector and government managers. The Powermag. Retrieved from
The study of public administration only continued to grow over the course of the next two decades. As the study of public administration expanded, so did the development of s...
Ohemeng, Frank, L.K. and Leone, Robert P. “Should Public Sector be RUN like a Business.” Approaching Public Administration. Edmond Montgomery Publications Limited, (2011), P. 1-362.
M. Petrescu, e. a. (2010). Public Management: between the Traditional and New Model. Review of International Comparative 408 Management , 411.
Sapru R.K. (2008) P370 argues that New Public Management (NPM) is a new model of public sector management which emerged in the beginning of the 1990 in response to the challenges of globalization, global competitivenes...
According to Villanueva (2013 internet source)Public administration involves government officials or public officials that apply particular policy and approaches inside a specific sphere or level of government, normally in the local level of government. Public administrators must ensure and promise that all facets of a particular policy or approach in a state are fulfilled and applied in the correct way.