The hybridity of public communication: on old component still a sign of modernity in France

2021 ◽  
pp. 36-51
Author(s):  
Dominique Bessières
Keyword(s):  
Private Sector ◽  
Public Management ◽  
Public Organizations ◽  
Public Communication

Public communication, as the communication of hybrid public organizations, appears to be recognized today in France. It is concerned by the theme of hybridi-ty because of the persistent specificities of the bureaucratic model, together with its forms of professionalization and the development of public management inspired by the private sector. So how can we scientifically understand this communication, whose organizational springs and models are hybrids between public, political and private?

scholarly journals Lla evaluación de los gerentes públicos frente a la opinión pública

1969 ◽  
Vol 4 (2) ◽  
pp. 67-80
Author(s):  
Anabelle Castillo López
Keyword(s):  
Public Opinion ◽  
Public Sector ◽  
Private Sector ◽  
Public Management ◽  
Public Organizations ◽  
Public Affairs ◽  
Alternative Methods ◽  
Private Enterprises ◽  
The Public ◽  
The Media

A nivel mundial, la crítica al sector público -que tiene mucho de verdad-, está alcanzando niveles de tal magnitud que ha llevado a los ciudadanos a una enorme pérdida de confianza en dicho sector, tanto así que han sido fácilmente convencidos de que los asuntos públicos deben y pueden resolverse fuera de la institucionalidad de dicho sector. Dichas críticas han conducido también a académicos a proponer cambios en la organización y funcionamiento del sector público. El presente trabajo parte del hecho de que toda esa crítica debe ser conducida a la luz de criterios objetivos, del conocimiento profundo sobre el funcionamiento propio de este sector y tomando en cuenta las características que lo distinguen del sector privado. Se parte aquí de la premisa de que el sector público tiene una serie de complejidades que lo hacen diferente al sector privado y que no se pueden resolver fácilmente, puesto que la cobertura de su funcionamiento requiere llegar a todos los ciudadanos de un país con productos y servicios de alta dificultad, lo que lo obliga a diseñar y poner en funcionamiento sistemas administrativos muy complejos para la prestación de los servicios; siendo ello diferente al sector privado, que tiene mercados cautivos, para productos muy bien delimitados. Desde esta perspectiva, tampoco es suficiente con trasladar la producción de bienes y servicios al sector privado, puesto que estaríamos trasladando todas esas complejidades a ese sector, con lo cual caeríamos en la misma situación, solo que en un sector diferente. Por tal razón, este análisis trata de aportar sobre cuáles son esas características propias del sector público que debemos tomar en cuenta a la hora de evaluarlo y sobre cuáles son parámetros que sí podríamos utilizar para llevar a cabo una evaluación objetiva de las actuaciones del sector público. ABSTRACTPublic sector mal-functioning has long been criticized and, as a result, great disappointment and a loss of confidence have grown among citizens who are now convinced that public activities should be transferred into the private sector. Because of that, academics all over have dedicated time to study this phenomenon and suggested new academic approaches, many of which are oriented to the adoption of alternative methods to manage public organizations as private enterprises or to definitively transfer public activities to private sectors. Therefore, this work tries to point out that, in order to give appropriate judgments or assessments about the public sector, it is necessary to clarify certain complexities that characterize it. These clarifications are important because misjudgments are usually expressed by different evaluators –journalists, auditors, etc. – through the media. That ends up in misunderstandings and a lack of support to public affairs. Clarifications are also necessary not only because people deserve unbiased assessments of the public sector, but also because, probably for them, it is not easy to recognize what is good and what is wrong with the public sector. Moreover, this work shows that there are no easy ways to go around many public affairs because, even though some activities can be transferred to the private sector, not all of them can, and, at the end, due to specific complexities, we will be simply transferring those complexities from one sector to another keeping the problems intact.  It is recognizable that, in the public sector, things can be improved, but expectations over performance should be in accordance with reality. Finally, this study shows some parameters to positively measure public activities in order to monitor and contribute to better governance. KEYWORDS:  PUBLIC MANAGEMENT, PUBLIC SECTOR, EVALUATION, PUBLIC OPINION, EFFICIENCY, EFFECTIVENESS.

Strategic Knowledge Management in Public Organizations

2011 ◽  
pp. 2159-2167 ◽  
Author(s):  
Ari-Veikko Anttiroiko
Keyword(s):  
Knowledge Management ◽  
Public Management ◽  
New Public Management ◽  
Public Organizations ◽  
Public Governance ◽  
The Public ◽  
New Public ◽  
New Public Governance ◽  
And Control ◽  
Strategic Knowledge Management

New public management and the more recent concept of new public governance have become the dominant management doctrines in the public sector. Public organizations have become increasingly network-like units with various governance relations with actors from the public, business, and voluntary sectors. Their organization is based more on networks than on traditional hierarchies, accompanied by a transition from the command-and-control type of management to initiate-and-coordinate type of governance.

Technological Innovation in Public Organizations through Digital Government

2011 ◽  
pp. 1511-1518 ◽  
Author(s):  
C. C. Hinnant ◽  
S. B. Sawyer
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Technological Innovation ◽  
Large Scale ◽  
Public Organizations ◽  
Digital Government ◽  
The Public ◽  
Intended Purpose ◽  
Use Of Technology ◽  
Private Sector Organizations

The rapid adoption of computer networks, such as the Internet and the World Wide Web (WWW), within various segments of society has spurred an increased interest in using such technologies to enhance the performance of organizations in both the public and private sectors. While private sector organizations now commonly employ electronic commerce, or e-commerce, strategies to either augment existing business activities or cultivate new groups of customers, organizations at all levels of government have also begun to pay renewed attention to the prospects of using new forms of information and communication technology (ICT) in order to improve the production and delivery of services. As with many technologies, the increased use of ICT by government was in response not only to the increased use of ICT by government stakeholders, such as citizens or businesses, but also in response to a growing call for governmental reform during the 1990s. As public organizations at the federal, state, and even local level began to initiate organizational reforms that sought to bring private sector norms to government, they often sought to employ ICT as means to increase efficiencies and organizational coordination (Gore, 1998; Osborne & Gaebler, 1993). Such attempts to reform the operations of public organizations were a key factor in promoting an increased interest in use of new forms of ICT (Fountain, 2001). This growing focus on the broader use of ICT by public organizations came to be known as digital government. The term, digital government, grew to mean the development, adoption, and use of ICT within a public organization’s internal information systems, as well as the use of ICT to enhance an organization’s interaction with external stakeholders such as private-sector vendors, interest groups, or individual citizens. Some scholars more specifically characterize this broader use of ICT by public organizations according to its intended purpose. Electronic government, or e-government, has often been used to describe the use of ICT by public organizations to provide programmatic information or services to citizens and other stakeholders (Watson & Mundy, 2001). For example, providing an online method through which citizens could conduct financial transactions, such as tax or license payments, would be a typical e-government activity. Other uses of ICT include the promotion of various types of political activity and are often described as electronic politics, or e-politics. These types of ICT-based activities are often characterized as those that may influence citizens’ knowledge of, or participation in, the political processes. For instance, the ability of an elected body of government, such as a state legislature, to put information about proposed legislation online for public comment or to actually allow citizens to contact members of the legislature directly would be a simple example of e-politics. However, ICT is not a panacea for every organizational challenge. ICT can introduce additional challenges to the organization. For example, the increased attention on employing ICT to achieve agency goals has also brought to the forefront the potential difficulty in successfully developing large-scale ICT systems within U.S. government agencies. For example, the Federal Bureau of Investigation’s (FBI) recent announcement that it may have to scrap its project to develop a Virtual Case File system that was estimated to cost $170 million (Freiden, 2005). The adoption of new ICT is often marked by setbacks or failures to meet expected project goals, and this characteristic is certainly not limited to public organizations. However, adherence to public sector norms of openness and transparency often means that when significant problems do occur, they happen within view of the public. More significantly, such examples highlight the difficulty of managing the development and adoption of large-scale ICT systems within the public sector. However conceptualized or defined, the development, adoption, and use of ICT by public organizations is a phenomena oriented around the use of technology with the intended purpose of initiating change in an organization’s technical and social structure. Since the development and adoption of new ICT, or new ways of employing existing ICT, are necessarily concerned with employing new technologies or social practices to accomplish an organizational goal, they meet the basic definition of technological innovations (Rogers, 1995; Tornatsky & Fleischer, 1990). If public organizations are to improve their ability to adopt and implement new ICT, they should better understand the lessons and issues highlighted by a broader literature concerning technological innovation.

Strategic Knowledge Management in Public Organizations

2005 ◽  
pp. 2632-2637
Author(s):  
Ari-Veikko Anttiroiko
Keyword(s):  
Knowledge Management ◽  
Public Management ◽  
New Public Management ◽  
Public Organizations ◽  
Public Governance ◽  
The Public ◽  
New Public ◽  
New Public Governance ◽  
And Control ◽  
Strategic Knowledge Management

New public management and the more recent concept of new public governance have become the dominant management doctrines in the public sector. Public organizations have become increasingly network-like units with various governance relations with actors from the public, business, and voluntary sectors. Their organization is based more on networks than on traditional hierarchies, accompanied by a transition from the command-and-control type of management to initiate-and-coordinate type of governance.

A Place at the Table: Organization Theory and Public Management

2020 ◽  
Vol 3 (2) ◽  
pp. 77-82
Author(s):  
Andrew B Whitford ◽  
H Brinton Milward ◽  
Joseph Galaskiewicz ◽  
Anne M Khademian
Keyword(s):  
Organizational Behavior ◽  
Public Administration ◽  
Organization Theory ◽  
Public Management ◽  
International Workshop ◽  
Public Organizations ◽  
Recent Emergence ◽  
The 1960S ◽  
The University

Abstract In November 2018, the University of Arizona’s School of Government and Public Policy hosted an international workshop on the role of organization theory in public management. The intention was to renew interest in organization theory in public management research. Scholars such as Herbert Simon, Herbert Kaufman, and Richard Selznick made seminal contributions to organization theory through the study of public organizations from the 1940s through the 1960s. In our estimation, organization theory is underrepresented in public administration scholarship for the last several decades. There are natural reasons for this trend, including the discipline’s turn towards organizational behavior and the ascendancy of techniques that advance the study of large datasets and those that allow for experimental control. The recent emergence of “behavioral public administration” is a prominent example of this evolution. This symposium is an attempt to make a place at the table of public management for organization theory. The articles in this symposium contain articles from scholars who operate in the tradition of classic organization theory in new and innovative ways to lend intellectual purchase to studies of public organizations and public organizational networks.

scholarly journals Hiving off the non-essential: analysing which public organizations outsource administrative overhead

2017 ◽  
Vol 85 (2) ◽  
pp. 228-246
Author(s):  
Jan Boon ◽  
Koen Verhoest ◽  
Bruno De Borger
Keyword(s):  
Panel Data ◽  
Financial Crisis ◽  
Private Sector ◽  
Global Financial Crisis ◽  
Public Organizations ◽  
Tobit Model ◽  
Effect Sizes ◽  
Organizational Size ◽  
The Global Financial Crisis ◽  
Insight Into

This study contributes to our understanding of the characteristics of public organizations that are more likely to outsource administrative overhead. Despite the climate of ongoing crisis that urges public organizations to focus their resources on core tasks, little is known about the characteristics of organizations that hive off the delivery of non-essential administrative overhead processes to the private sector. This study runs a panel data Tobit model to test whether different effect sizes of structural, institutional and political characteristics are found regarding the probability of outsourcing and the degree of outsourcing of administrative overhead. We find that organizational size, formal autonomy, inertia and time matter for understanding the outsourcing of public organizations. Points for practitioners Across the globe, governments have turned to a rationalization of administrative overhead in response to austerity demands posed by the global financial crisis. The present study shows that large differences exist between organizations in terms of their propensity to turn to the private sector – one of the classic recipes for achieving efficiency gains – for the delivery of administrative overhead, and helps practitioners gain insight into the determinants of administrative overhead outsourcing.

scholarly journals The Public Management Reform in Romania

2020 ◽  
Vol 5 (1) ◽  
pp. 30-37
Author(s):  
Sergiu-Vlad Stan ◽  
◽  
Marius-Anton Stupar ◽  
Keyword(s):  
Public Administration ◽  
Public Management ◽  
Public Organizations ◽  
Administrative Reform ◽  
Public Authorities ◽  
Management Reform ◽  
The Public ◽  
Reform Strategy ◽  
Key Factor ◽  
The Eu

Romania's accession to the EU depended largely on the ability of Romanian public authorities to implement reforms among public organizations in the country. Globally, however, a successful public administration has become a key factor in determining a nation's competitive advantage. The purpose of this article is to emphasize the efforts of the Romanian public administration to submit to the process of administrative reform and as a consequence to contribute to the creation of an administrative reform strategy based on which Romanian public organizations can be reformed.

scholarly journals The Ethical Dimension in the New Public Management: Revisiting the Theory of Accountability, the Case of Public Finances in Morocco

2016 ◽  
Vol 12 (31) ◽  
pp. 440
Author(s):  
Akhlaffou Mohamed ◽  
El Wazani Youssef ◽  
Souaf Malika ◽  
Lechheb Hafsa
Keyword(s):  
Public Management ◽  
Ethical Theory ◽  
New Public Management ◽  
Public Organizations ◽  
Ethical Dimension ◽  
Construction Process ◽  
Non Profit ◽  
Public Finances ◽  
New Public

In this paper, we focus on the positioning of the ethical theory of accountability and the relevance of the new public management in the integration of the ethical dimension in the management of public organizations and non-profit organizations. The objective is to show how the NPM and the theory of accountability incorporate the ethical dimension, and to what extent these two theories consider ethics in the construction process of public action, the sense and nonsense in public management and its relationship with the position of ethics in the management of public organizations. This will be done through a case study on the ethical dimension in the management of public finances in Morocco, proposing recommendations to make accountability in public finances more transparent and ethical.

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