Verified Document

Australian Public Sector Managing Out: Term Paper

The hope is that government agencies will help build a stronger economy by creating social policies that support families and communities to enable better methods for dealing with difficulties and problems that arise on a daily basis. Recent public surpluses within the government have caused contemporary PS agencies to focus on giving back to the community and to citizens to focus on better education, healthcare and assistance among other important functions (Paterson, 2005). The government is also now focusing on developing policies that encourage work life balance and responding to community breakdowns; their focus includes providing programs that integrate citizen support in areas including health, early education and creating communities that are child and family oriented, capable of providing affordable and high quality child and elder care (Patterson, 2005; Bradley & Parker, 2001).

Managing Out Imperative and Changing Managers Roles

The role and responsibilities of middle managers have changed and will likely continue to change as organizational structures within PSOs become less bureaucratic and monopolistic in upcoming years (Teo, 2000). More emphasis will likely be placed on strategic planning, adopting strong HRM practices instead of merely emphasizing personnel management, more emphasis on evaluating performance and adopting more emphasis on bottom line profitability (TEO, 2000; Metcalfe & Richards, 1992).

With managing out public sector managers now have multiple stakeholders to report to, various interest groups, the media and even government and members of other departments (PSM, 2005:1). Managers are now emphasizing on finding out how to become more outward focused by managing relationships in a new network type environment (PSM, 2005; Bradley & Parker, 2001). Managers must work with governments to become more involved in communities and focus on social inclusion among other subjects; they must also focus more attention on managing media and sending positive messages to the community (PSM, 2005). They will need to work to develop policies that govern their handling of media and consider their ethical obligations while working as public servants (PSM, 2005).

Middle managers will also have to work directly with senior management to improve customer relations and people management. This will include job functions like planning work, organizing resources that include people, materials and time, communicating with people and the community so people know what is expected of them and how work must be accomplished (Agyeman, 2004; Bradley & Parker,...

Middle management will also need to work more aggressively to involve staff members in decision-making processes and to encourage staff members to display initiative (Agyeman, 2004). This can be accomplished by providing staff member's new responsibilities that challenge them appropriately.
All of these changes are necessary for any organization or entity that is attempting to create a structure that holds dear the interests of the citizens, community and people that support the entity in the long-term. Middle managers of course must have the support and recognition of senior and executive management teams whose goals, responsibilities and directives must also include paying more attention to creating strategic relationships and cooperation among communities and with citizens (Riccucci, 2002; Bradley & Parker, 2001). Only with this support will PS agencies continue to thrive and support a flourishing economy within the Australian Public Sector.

References

Agyeman, M.C. (2004 - Dec). "Human Resource Management and Public Sector

Reforms." 31, October 2005: http://www.ghanaweb.com/GhanaHomePage/features/artikel.php?ID=72332

Bois, C.A., Preston, N. & Sampford, C. (1998). Public Sector Ethics: Finding and Implementing Values. London: Routledge.

Bradley, L. & Parker, R. (2001). "Public Sector Change in Australia: Are Managers'

Ideals Being Realized." Public Personnel Management, 30(3): 349.

Fisher and Dowling (1999). Changes at work: the 1995 Australian workplace industrial relations survey. Melbourne: Longman.

Hall, R (1998). 'More Queensland exceptionalism: Public Sector industrial relations from New Labor to the Old Coalition.' Australian Journal of Public Administration, 57(2), 74-81.

Metcalfe, L. & Richards, S. 1992. Improving Public Management. London: Sage.

Patterson, K. (2005 - Mar). "Australia - Building a Virtuous Circle." Australian

Government OECD Observer. 31, Oct 2005: http://www.oecdobserver.org/news/fullstory.php/aid/1550/Australia.html

PSM. (2005). "Managing Out: The Public Sector in the Community." 31, Oct. 2005:

http://www.defence.gov.au/dpe/psmp/documents/fact%20sheet%20Unit%202.pdf.

Riccucci, N.M. (2002). Managing Diversity in Public Sector Workforces. Boulder:

Westview Press.

Teo, S. (2000). "Evidence of Strategic HRM Linkages in Eleven Australian Corporatized

Public Sector Organizations." Public Personnel Management, 29(4): 561.

Managing Out

Sources used in this document:
References

Agyeman, M.C. (2004 - Dec). "Human Resource Management and Public Sector

Reforms." 31, October 2005: http://www.ghanaweb.com/GhanaHomePage/features/artikel.php?ID=72332

Bois, C.A., Preston, N. & Sampford, C. (1998). Public Sector Ethics: Finding and Implementing Values. London: Routledge.

Bradley, L. & Parker, R. (2001). "Public Sector Change in Australia: Are Managers'
Government OECD Observer. 31, Oct 2005: http://www.oecdobserver.org/news/fullstory.php/aid/1550/Australia.html
http://www.defence.gov.au/dpe/psmp/documents/fact%20sheet%20Unit%202.pdf.
Cite this Document:
Copy Bibliography Citation

Related Documents

Australian Public Sector Internal Report:
Words: 2244 Length: 7 Document Type: Term Paper

Notes On Public Sector Reform and Performance Managementa Australia 1997. Sector Management Act Review Report, viewed 2 October 2005. http://www.dpc.wa.gov.au/psmd/pubs/exec/machgovt/kelly/summary.pdf] Organisation for Economic Cooperation and Development (OECD) 2001, Publlic sector leadership for the 21st Century, OECD, Paris. Pollitt, C 2003, The essential public manager, Open University Press, Maidenhead. Shergold, Peter 2004, Australian Public Sector Governance: Speech at CCH Manual Launch. Viewed 2 October 2005. http://www.pmc.gov.au/speeches/shergold/public_sector_governance_2004-08-05.cfm Sethi, D 1999, 'leading from the middle', Human Resource

Public Sector Accountability in the
Words: 1700 Length: 4 Document Type: Term Paper

Retrieved at http://unpan1.un.org/intradoc/groups/public/documents/EROPA/UNPAN014284.pdf. Accessed on 30 May, 2005 Pearson Des. 2000. "Contemporary Issues in Public Sector Accountability: New Challenges for Accountability." 22 January. Retrieved at http://www.audit.wa.gov.au/pubs/ipaa23022000.html. Accessed on 30 May, 2005 Setting the Course: Integrating Conformance with Performance." 2000. September, 7. Retrieved at http://www.ag.gov.au/agd/WWW/attorneygeneralHome.nsf/Page/Speeches_2000_Speeches_Setting_the_Course:_Integrating_Conformance_with_PerformanceAccessed on 30 May, 2005 Sozzani, Joseph "Privatization in the United States and Australia: A Comparative Analysis of the Modern Movement in Corrections." Retrieved at http://www.bond.edu.au/law/blr/vol13-1/Sozzani.pdf. Accessed on 30

Managing Out the Public Sector in the Community Australia
Words: 1879 Length: 5 Document Type: Essay

Managing Out -- the Public Sector in the Community Two major economic positions have dominated the public sector for more than a decade. One side believes that the government should take primary responsibility for the welfare of its citizens, while the other contends that greater reliance on the private sector is the method by which an economy can be more effectively managed. The first idea has largely been gleaned from the

Public Sector Comparator Psc in Public Private Partnership PPP Process...
Words: 6929 Length: 17 Document Type: Term Paper

Public Private Comparator Public Sector Comparator (PSC) in the Public-private partnership (PPP) Process Increased global financial pressures have caused many government entities to cut costs in any way possible. One way is to outsource services or projects to private companies. However, when comparing costs, the public sector frequently bases its cost calculations for a project by omitting certain types of factors. These can include employee benefits, utilities, or total administrative costs. As

Management Account in the Public Sector and
Words: 2226 Length: 8 Document Type: Essay

Management Account in the Public Sector and Management Accounting in the Private Sector: A Comparative Review The late 20th and early 21st centuries have brought increasing change to almost every country in the world, Australia included. Globalism describes, in fact, the increasing unification of the world through economic means (reduction of trade barriers, support of international trade, and mitigation of export and import quotas). They goal for globalization is to increase

Management Accounting Is an Important Factor That
Words: 1154 Length: 4 Document Type: Essay

Management accounting is an important factor that helps organizations to map their future directions through providing managers with necessary information for the establishment of strategies that ensures all inputs, processes, and outputs are in line with the organizational goals. Through the information provided by management accounting, managers access information that is critical in formulating policy, making comparison between alternative situations, and evaluate and examine performance. While management accounting has similar

Sign Up for Unlimited Study Help

Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.

Get Started Now