Building an Enterprise Culture in the Public Sector: Reform of the Public Sector in Australia, Britain, and New Zealand

1993 ◽  
Vol 53 (4) ◽  
pp. 319 ◽  
Author(s):  
R. C. Mascarenhas
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Enterprise Culture ◽  
Public Sector Reform ◽  
Sector Reform ◽  
The Public

scholarly journals At the centre or in control? Central agencies in search of new identities

2008 ◽  
Vol 4 (2) ◽  
Author(s):  
Richard Norman
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Public Management ◽  
Public Services ◽  
High Water ◽  
Management Model ◽  
Public Sector Reform ◽  
Sector Reform ◽  
High Water Mark ◽  
Reinventing Government

The New Zealand public management model is a product of 1980s and 1990s enthusiasm for replacing hierarchy and centralised bureaucracies with contracts and market-like methods for delivering public services. Fervour for change from tradition is illustrated by the titles of these books published in 1992, a high-water mark for public sector reform in New Zealand: Liberation Management (Peters, 1992), Reinventing Government (Osborne and Gaebler, 1992) and Breaking through Bureaucracy (Barzelay, 1992).

Public Sector Reform and the Public Servant

2021 ◽  
pp. 359-379
Author(s):  
Avery Poole ◽  
Janine O’Flynn ◽  
Patrick Lucas
Keyword(s):  
Public Sector ◽  
Public Sector Reform ◽  
Sector Reform ◽  
The Public ◽  
Public Servant

scholarly journals Emerging Issues in Public Sector Reforms in Africa: An Assessment of Ghana and Nigeria

2015 ◽  
Vol 3 (3) ◽  
pp. 95 ◽  
Author(s):  
Salami Issa Afegbua ◽  
Ganiyu L. Ejalonibu
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Service ◽  
West African ◽  
Public Sector Reform ◽  
African Countries ◽  
Sector Reform ◽  
The Public ◽  
Public Sector Reforms ◽  
Emerging Issues

Public sector reform (PSR) has been quite popular in Africa and in recent years, several African countries have implemented far-reaching governance and public service reform measures. The aim of this article is to consider the historical development of Public Sector Reform in Africa and the philosophy behind the ubiquitous wave of reform in the continent. The article discovers that those reform measures have so far gone through three different phases to promote and/or accelerate the revitalization of the public service. It identifies some major challenges that account for the monumental failure of PSR. Finally, the paper offers suggestions on how African countries can free themselves from the doldrums of current PSR. This article will not only broaden the frontier of knowledge in the field of public administration but also address the present and on-going reality of public sector reforms in the West African sub region. This study uses a ‘Literature Survey’ in examining the issue in question.

IT and Enterprise Architecture in US Public Sector Reform

2012 ◽  
pp. 412-440 ◽  
Author(s):  
Terry F. Buss ◽  
Anna Shillabeer ◽  
Anna Shillabeer
Keyword(s):  
Public Sector ◽  
Enterprise Architecture ◽  
Government Reform ◽  
Public Sector Reform ◽  
Public Servants ◽  
Sector Reform ◽  
Policy Makers ◽  
The Public ◽  
Public Sector Reforms ◽  
Silver Bullet

This chapter looks at public sector whole-of-government reform from an Information Technology (IT) focused Enterprise Architecture (EA) perspective. The chapter summarizes reforms undertaken under three US presidents—Clinton, Bush, and Obama—and discusses how they have too frequently failed to meet expectations of policy makers, public servants, the public, and other stakeholders. We find that IT reforms in support of larger public sector reform have been ineffective and unsustainable, although many IT reforms have been successful in a narrower context. EA has suffered as a once promising methodology: it has not become the “silver bullet” in managing the IT and information infrastructure to support reform, knowledge management, and decision making. It was also seen as an important tool for reducing information management silos that successive governments have unsuccessfully tried to reduce. This chapter raises the spectre of endemic barriers to reform that must be overcome if EA and IT reform are to realize their potential, and offers recommendations for overcoming these hurdles in the context of whole-of-government public sector reforms.

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