Public Management and Administration - Owen E.hughes

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E-government 201 or ‘managerialism’ or ‘new public management’ – there was substantial theoretical change that, in some cases, foundered on the difficulties of implementation, notably a paucity of information. E-government does provide the opportunity to bring about the changes that were foreshadowed in the early days of public management reform. The use of information and communications technology in government is proceeding apace and may lead to even more change to the operations of government than has been seen thus far in the reform process. That being said, it cannot be argued as yet that e-government is the management reform that supplants or surpasses those of the other public management reforms. It is more the case that the two movements – new public management and e-government – are mutually reinforcing.
11 Managing External Constituencies Introduction One of the key differences between a managerial model of the public sector and the traditional model of administration has been the extra attention paid to matters affecting the organization which are outside its immediate control. As discussed earlier, part of this renewed external focus has been to look at strategy, at the threats and opportunities in the environment in which the organization finds itself. The other part is the need to deal directly with outside individuals and institutions and how to manage these relationships. A key function of any manager is to attempt to control the organization’s environment, or, at least, to influence as far as possible any factor that might impinge on its mission and objectives. External constituencies are important influences and any manager needs to take account of them in the management task. The management of external constituencies is now being carried out quite differently from how it was under the traditional model of administration. There are two aspects to this. First, there is the real and perceived need inside the bureaucracy to manage external relations, something that, by itself, is quite different from the traditional model’s narrow focus inside the organization. Secondly, interest groups – the most important of the external actors – are now regarded as having a far greater and generally positive role in the policy and administrative process. The relationship is now closer between bureaucracy and groups, even symbiotic, but this is both a more realistic and positive development in public sector management when compared to a system where groups were regarded as essentially negative and to be kept at arm’s-length. The need for an external focus Any organization needs to pay some attention to the outside world, for that is where context, opportunities and threats may be found. This is especially true for public organizations as they are influenced by outside bodies to a greater extent than those in the private sector. Public programmes are more visible; 202
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Public Management and Administratio
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Also by Owen E. Hughes AUSTRALIAN P
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© Owen E. Hughes 1994, 1998, 2003
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Preface Over the past 20 years the
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viii Preface the Colorado link such
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7 Strategic Management Introduction
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14 Conclusion: A New Paradigm for P
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284 References Borins, Sandford (19
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286 References Glor, Eleanor D. (20
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288 References Jordan, Grant (1997)
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290 References Monroe, Kristen Renw
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292 References Putt, Allen C. and S
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294 References Wilson, Graham K. (1
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296 Index bureaucracy 1-5, 9, 15-43
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298 Index information and communica
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300 Index ‘one best way’ thinki
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302 Index Ritter, G. 85, 86 role of
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Public Management and Administration - Owen E.hughes

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