Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
Public sector agencies are also now interested in creating social coalitions that include families, communities, businesses, government and non-government organizations in order to "help build and support strong, resilient families" (Patterson, 2005: 1). 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, 2001). 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.
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:
Riccucci, N.M. (2002). Managing Diversity in Public Sector…[continue]
"Australian Public Sector Managing Out " (2005, November 01) Retrieved October 26, 2016, from http://www.paperdue.com/essay/australian-public-sector-managing-out-68991
"Australian Public Sector Managing Out " 01 November 2005. Web.26 October. 2016. <http://www.paperdue.com/essay/australian-public-sector-managing-out-68991>
"Australian Public Sector Managing Out ", 01 November 2005, Accessed.26 October. 2016, http://www.paperdue.com/essay/australian-public-sector-managing-out-68991
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
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 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 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
Healthcare Like many countries around the world, Australia has implemented policies associated with healthcare reform. Healthcare reform is an important issue because of the number of people that are affected by the decisions made by government and healthcare providers. Of the most concern is the drastic increase in the number of elderly patients that is expected over the next few decades. With these things understood, the Australian government has undergone a process
OZChild's Board of Directors is actively involved in support of the organization through stewardship of a network of professional contacts as potential donors, and in liaison with the Australian Government in support of the agency's mission and programs. Operations expenses are of course included in the OZChild Strategic Plan designed toward sustainable growth and maintenance of the agency's position within the national and international social services community as a leader
Medibank was a fund through which, the patients could get 85% of their medical bills back. This service was made optional but then the labors government converted it into Medicare, which is still an important component of the Australian healthcare system. (Healy & Sharman et al., 2006) In addition, the demographic factors also affect the design of the system. As the healthcare system covers all the citizens, the demographic factors