 Public Managers and Private Managers: Towards a Professional Synthesis?David Farnham and Sylvia Horton Chapter 2 in New Public Managers in Europe, 1996, pp 26-52 from Palgrave Macmillan Abstract: Abstract Growing academic and practical interest in the emergence of the public manager stems from changes taking place in the structures of the state in Western, liberal democratic societies. These changes derive from fundamental economic, social, demographic and political forces, which have led all western governments to reflect on the nature of the post-war state and its political settlement after 1945 (Farnham and Horton, 1993; Pollitt, 1993; Kooiman and Eliassen, 1987). Governmental reforms have focused on the need to cut and contain public expenditure and to reduce the state’s share of gross national product. The role of the public manager — and the ‘new public management’ (NPM) — have been critical in implementing such policies. Indeed, the central thrusts of NPM are: public resources must be used efficiently; public managers must be held accountable for the use of the resources they consume; and public organizations must be responsive to the growing demands of their ‘clients’ and ‘customers’ for high quality services in the ‘market place’. Keywords: Root Culture; Senior Manager; Public Official; Public Manager; Public Organization (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-13947-7_2 Ordering information: This item can be ordered from DOI: 10.1007/978-1-349-13947-7_2 Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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