In this section we have taken the latest in management thinking and condensed it into concise, easy-to-read articles, designed to help you turn theory into practice.
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The demand for indicators that allow comparing the performance of countries' public sectors internationally is increasing. This trend already existed for some time in the development community, where such indicators are used – or at least referred to – in decisions whether or not to give development aid to certain countries.
There are certain universal trends apparent in public sectors around the world: public sector organizations have diversified and grown in functions, yet resources everywhere are being threatened. Recent research has acknowledged the importance of measuring organizational success and efficiency, yet measuring of intangible products such as services remains a challenge.
Technology is constantly growing, modernizing and revolutionizing the way people conduct their daily lives. From complicated to even the simplest of tasks, technology is being designed to make life simpler, faster and more efficient. Owing to the constant use of new technology, companies and managers have taken matters into their own hands and began working with customer relationship management (CRM) systems.
Tackling undeclared work is moving ever closer to the top of public policy agendas. Although traditionally viewed as mainly an issue for third world governments, the past decade or so has seen the issue of tackling undeclared work move further up the public sector agenda both in post-socialist societies, where it is sometimes cited by governments as their top public policy priority, as well as in advanced economies.
The "re-inventing of the public sector" is a phrase which might characterize the many dimensions of contemporary state restructuring and public sector reform in European and, more widely, Western countries. Such reforms have become endemic in public services but the recent period is distinctive in being explicitly international, giving the impression of a unitary approach to "modernization" of public services.
The "developed world" is experiencing great demographic change, characterized by declining birth rates, greater longevity and ageing populations. In western industrialized nations these shifts are predicted to result in labour market skill shortages and, in combination with social and technological changes and the wider forces of globalization, are creating major challenges for employers and nations in managing labour supply.
Organizational change in government agencies over the past two decades has been dominated by New Public Management (NPM) initiatives directed towards transforming these agencies from bureaucratic to market-oriented and efficient entities, all the while retaining public accountability.
The simple agenda to get government information on to the Web, along with private sector organizations, soon evolved into a much more complex target. Both in the UK and Europe the pervasive impact of taking an organisation's business activity online led politicians to seize upon eGovernment as a means to an end.
Public sector employment relations continue to be distinctive and an influential issue in the UK on both employer and management of efficient public services. Despite all the public service organizational reforms, managers continue to consult and involve unions. What is important to highlight is the rising influence of public sector unions in contrast to the decline of private sector unions...
Whereas in the past, hospitals were managed by doctors, schools by educators, railways by "railwaymen", and so on, these are now labelled as organizations, producing the great expansion almost everywhere, of management. The manager boom in the public sector has externalized management tasks which were previously embedded in what public sector professionals did and has placed them in the hands of a growing number of management-rank positions.