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Craig WoodPAD-30033/31/2014Mr. William SwannEssay Option #1IntroductionThe public and private sectors both play a vital role in society’sies short and long-term activities. A serious question One of the most debated topics in the field of political science is argued amongst scholars is whether or not management in the public and private sector differ from each other. Many Several scholarships have been published about this debate within the realm of political science and public administration. From the literature, it can be seen prove that management in both of these sectors share many similarities, despite the acknowledged list of differences. is quite the same despite many differences. Authors such as Hal Rainey, Graham Allison, and Michael Murray give readers very good insightful information concerning on the differences and similarities between public and private management, as well as operationalize what makes an organization public or private. It is from these author’s scholarships that students can conclude whether or not management is the same in both sectors, and which sector demands the most from the individual. Differences between public and private management (Allison)Graham Allison sufficiently outlines some of the differences between public and private management in his scholarship “Public and Private Management: Are They Fundamentally Alike in All Unimportant Respect?” Graham asserts that the time perspective perception differs between both groups is different. Public managers have a larger time horizon than private managers. Furthermore, he notes that Therefore, managers within the public sector have a shorter duration of service than those in the private sector. He also states that measuring the individual performance of managers within each sector is vastly different from one another. In the public sector, personal constraints are different from other constraints within the private sector. The scholarship depicts the private sector as focusing on efficiency, whereas the public sector focuses on equity. Public management is subject to public scrutiny because actions are done in an open fashion, unlike the less accountable private management as compared to the private sector, where actions are done with less exposure to the public. The actions taken by managers in the public sector often seen and are usually evaluated by the media, where managers within the private sectors do not face these obstacles compared to those in the private sector. Even more so Furthermore, the public sector is often scrutinized by legislative oversight groups and judicial orders,. meaning actions can be heavily constrained compared to actions in the private sector. Lastly, Graham notes that the bottom line between managers in the public sector differs from that of the private sector. Governmental managers rarely have an operationalized bottom line, whereas the private sector’s bottom line is usually profit.Also within Allison’s scholarship is a comparison depicting the different roles between a corporate CEO and the United States President. Richard Neustadt assesses these differences in a very similar manner as to Graham Allison. Neustadt lists argues that the time horizon for a CEO is much longer than that of the President. A corporate CEO has the most authority in management, as he has the capacity to organize goals, shift procedures and personnel to his liking, as well as personally monitor results. The President of the United States must share his authority with members of Congress and the United States Military, thus depicting how authority is split compared to that of a CEO. Lastly Neustadt also notes that the manner at which implementation varies amongst between a corporate CEO and the President. Allison’s article suggests that there are vast differences between public and private management. The time-spans, objectives, operationalization, and influences from external factors all differ from each other vary from each sector. Managers in both sectors take on different responsibilities and must approach situations in a different fashion. Differences between public and private management (Murray)Michael Murray’s scholarship, “Comparing Public and Private Management: An Exploratory Essay,” also gives great insight into comparing the public and private sector. Murray agrees with other scholars in argues that society is generally divided between having a ‘public’ sector and ‘private’ sector, however, he states stating that “the actual similarities between a business firm and a government organization are increasingly apparent” (Murray 365). Murray first assesses the difference between profits vs. versus politics in the public and private sectors. He states that pProfits are not the only a singular goal in the private sector; rather however, they are just essential for an organization’s existence. Furthermore, he distinguishes that within the public sector, pProfits in the public sector are important vital due to the many cost-benefit analysis measures that go into government programs. Murray’s article brings up the problems associated with operationalizing the objectives between the public and private sector. The best For example, being a consumer’s consumption of goods between both markets. Iin the private sector the consumer can willingly chooses what good he or she consumes. In the public sector, the consumer purchases ‘services’ that he or she may not have voluntarily wanted to consume. This illustrates the differences between the consumption of good between both markets. Murray provides readers with an open minded question, prompting one to assess infer, whether or not the means of management between the public and private sector are actually different from one another. The latter ladder end of Murray’s article seeks to distinguishes explicit differences between the sectors, but also outlines the several continuities as well public and private sector, and show how they are actually similarities. Murray argues that public management operates within a ‘goldfish bowl,’ meaning the public observes all actions taken as a result. can see most of the actions taking places within the public sector. This stereotype metaphor shows displays how government actions are subject to more scrutiny by the public and are therefore more vulnerable to checks and balances. However, Tthe private sector has is noted to have become increasingly politicized over the past couple of decades. This indicates that Therefore, actions within the private sector are also is potentially subject to the same scrutiny and pressure from the public. Murray’s main point being that questions the previously accepted belief that the implementation of actions within the public and private sector are quite so diversely different. are not as different as many had thought before. The conclusion of Murray’s article heavily emphasizes that management and actions in the public and private sector share more similarities than differences. are not really different from each other. Murray notes there is a “difference of degrees not substance” (Murray 370). The so called ‘differences’ that have been stated and inferred from his article are actually ‘distinctions.’ Murray also notes that comparing management in the public and private sector is like comparing apples to oranges. This implies that the public sector and private sector are purely unlike objectives, and that it would illogical to compare the two on the same base criteria is unreasonable.Differences between public and private management (Rainey, Backoff, Levine)Hal Rainey, Robert Backoff, and Charles Levine immediately refute Michael Murray’s opinion on the supposed “similarities” difference between public and private management in their scholarship “Comparing and Private Organizations.” This scholarship seeks to point out the ‘distinctions’ that Murray depicts as significant enough to be considered ‘differences.’ Rainey, Backoff, and Levine then note significant difference between the public and private sectors. Some of these differences relate heavily to those found in Graham Allison’s article. The three authors first note the different degrees of market exposure both sectors are subjected to. The public sector is also listed as having more constraints than the private sector. Furthermore, it is noted that the public sector relies on a greater need for support and is heavily influenced by political influences compared to the private sector. Differences within the internal structures of management and processes are also listed. The complexity of objectives and evaluation of decisions differs amongst between the public and private sector greatly. Lastly, tThe scholarship notes that incentives and even the personal characteristics of employees differ between the sectors. The article concludes on the basis that there are distinct differences between management in the public and private sector and that it is important to study these differences for supplement purposes. Evaluating (work in the public sector harder than work in the private sector?)From the above literature, it is evident that management in the public sector is harder than management in the private sector. Graham Allison’s essay significantly highlights areas that are objectively more challenging within the public sector. Managers within the public sector have a shorter time-frame to deal with issues than managers in the private sector. This can lead to a satisficing decision making style. Actions are done only to satisfy the actions at hand. Alternatives and pay off are not considered. However, Iin the private sector, managers have more time to deliberate on take into account alternative actions and they have access to more information. Furthermore, the duration of service within the public sector is much shorter than that of the private sector. Managers in the public sector are often elected and face constitutional term limits. This may usually limits the number of actions they can get done complete while serving. Managers in the private sector serve for a longer period of time. Because of this, Tthey have the capacity to get more things done while maintaining their current position. For example, the President may, at a maximum, serve his country for eight years given to terms, while Steve jJobs was active in the Apple company from 1974 to 2011, the year of his death (insert citation). Government actions tend to brings about more scrutiny than actions done in the private sector. This scrutiny can ultimately influences decisions for the better or worst. Actions within the public sector may be are potentially biased and aimed at limiting this scrutiny rather than being the optimal choice of path for a given decision. Even more so, tThe government also must deals with the media and its implications based on the substance of actions (Allison 401). It can be significantly noted that These actions done within the public sector are subject to the scrutiny by of interest groups and the judicial interpretation. More often tThe Supreme Court must also address the constitutionality of actions done taken by the government, while corporations do not have the same checks and balances system to work through. than actions done by corporations. Lastly, management in the public sector is harder significantly more difficult because the bottom line can be is potentially vague or unidentified. It is a given that corporations seek to maximize profit, but what is the public sectors bottom line? The government performs a multitude of different tasks for different occasions. Is the government trying to maximize profit, or implement decisions that better the people? This undefined line proves that management within the public sector is more difficult than management in the private sector. Are the sectors actually different? (Writer’s assessment) I agree with the scholarships of Allison, Rainey, Backoff, and Levine and respectfully dissent with the opinions of Murray. Management within the public sector is vastly different than that of the private sector.- Tthe realm of national government differs drastically from that of the corporate business world. It is true that Tthe leaders in management from both must approach similar tasks from different angles. For example, Richard Neustadt argues that the President’s source of power is from in his ability to bargain and persuade others (insert citation). However, A a corporate CEO is not stagnated by the checks and balances that a President must conform too. The CEO’s powers are vast and overreaching within a corporation; he or she makes most accepted business decisions for the company. He or she may make many or even all the business decisions that a company may face. Murray’s distinctions between the private and public sectors are arguable not distinctions. They are differences to the respect that they significantly distinguish characteristics and influences of both the public and private sectors. ConclusionIn conclusion, the scholarship gives us great is insightful on regarding the differences between management in the public sector, and management in the private sector. Allison uniformly lists highlights the differences between both sectors, while Murray notes the differences as mere distinctions. The scholarship that Rainey, Backoff and Levine affirms the notions that Allison raises. It is from these scholarships that readers can see how and to what extend management in the public sector differs and becomes difficult, than management within the private sector. The public sector is facesd with a significantly higher amount of restraints, and many more external influences pressures than that of the private sector. Decision making and the measuring of the degree to which decisions are and measurement of effective implementation effectively implemented is considerably more difficult within the public sector. Lastly, tThe ambiguity that plagues the public sector is less stringent on the realm that encompasses the private sector. It is from these scholarships that we can see that public management is indeed different than private management. Work CitedHal G. Rainey, Robert W. Backoff and Charles H. Levine. "Comparing Public and Private Organizations."?Public Administration Review, Vol. 36, No. 2 (Mar. - Apr., 1976), pp. 233-244.?Hal G. Rainey?and?Barry Bozeman. "Comparing Public and Private Organizations: Empirical Research and the Power of the A Priori."?Journal of?Public Administration?Research Theory?(2000)?10?(2):?447-470.?Peter Smith Ring?and?James L. Perry. "Strategic Management in Public and Private Organizations: Implications of Distinctive Contexts and Constraints."?Academy of Management Review?(1985)?10 (2): 276-286.?Boyne, G. A. (2002), Public and Private Management: What’s the Difference?.?Journal of Management Studies, 39:?97–122.?Barry Bozeman,?Pamela N. Reed,?and?Patrick Scott.?"Red Tape and Task Delays in Public and Private Organizations."?Administration & Society?(1992) 24:?290-322.? ................
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