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Public Managers and Private Managers: Towards a Professional Synthesis?

In: New Public Managers in Europe

Author

Listed:
  • David Farnham
  • Sylvia Horton

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’.

Suggested Citation

  • David Farnham & Sylvia Horton, 1996. "Public Managers and Private Managers: Towards a Professional Synthesis?," Palgrave Macmillan Books, in: David Farnham & Sylvia Horton & John Barlow & Annie Hondeghem (ed.), New Public Managers in Europe, chapter 2, pages 26-52, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-13947-7_2
    DOI: 10.1007/978-1-349-13947-7_2
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    Cited by:

    1. Kożuch Barbara & Sienkiewicz-Małyjurek Katarzyna & Luty Lidia, 2015. "Rational and Relational Bases of Public Managers’ New Profiles in the Context of Trust Research," Journal of Intercultural Management, Sciendo, vol. 7(2), pages 31-47, June.

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