- List of Figures
- List of Tables
- List of Boxes
- List of Contributors
- Introductory Remarks
- Public Management: The Word, the Movement, the Science
- Public Management: A Concise History of the Field
- Bureaucracy in the Twenty-First Century
- Public and Private Management Compared
- Public Management, Democracy, and Politics
- Law and Public Administration
- Public Management as Ethics
- Public Accountability
- Economic Perspectives on Public Organizations
- Postmodern Public Administration
- Networks and Inter-Organizational Management: Challenging, Steering, Evaluation, and the Role of Public Actors in Public Management
- Whatever Happened to Public Administration?: Governance, Governance Everywhere
- Virtual Organizations
- The Theory of the Audit Explosion
- Public–Private Partnerships and Hybridity
- Decentralization: A Central Concept in Contemporary Public Management
- E-Government: A Challenge for Public Management
- Professionals in Public Service Organizations: Implications for Public Sector “Reforming”
- Rethinking Leadership in Public Organizations
- Organizational Cultures in the Public Services
- Performance Management
- Striving for Balance: Reforms in Human Resource Management
- Public Service Quality Improvement
- Budget and Accounting Reforms
- NGOS and Contracting
- Evaluation and Public Management
- International Public Management
- Management Consultancy
- Change and Continuity in the Continental Tradition of Public Management
- Author Index
Abstract and Keywords
In spite of various claims about the importance of the public–private distinction, the clearly prevailing consensus among scholars and experts on management holds that the distinction is not worth much. Many scholars have argued that the “sectors” involve such vastly diverse sets of management settings that distinctions such as public, private, and non-profit become confusing and misleading. In addition, over the years, major organization theorists have proclaimed that public and private management show more similarities than differences. These proclamations reflect a “generic” orientation among many management and organization theorists, who take the position that managers face common challenges in most or all settings, such as leading, motivating, and decision making.
Hal G. Rainey is Alumni Foundation Distinguished Professor in the Department of Public Administration and Policy, School of Public and International Affairs, University of Georgia.
Young Han Chun, Professor, Department of Public Administration, Yonsei University.
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