Written assignment in Word With Case Study Help

: Reinventing the public sector


For the purposes of this assessment, you are to imagine that you are already working as a manager for a public sector organisation and that your goal is to complete a series of tasks to the best of your ability. Throughout the topic, you will need to remember that public managers are both leaders and decision makers and this should be reflected in your approach to the tasks that you are required to complete.

This assignment continues the work you did in assessment 1: Public management explained. Having introduced public management and the public sector management context to your junior staff, you have decided to produce a document for your interns which outlines and explains the impacts of changing approaches to public sector management over the past two to three decades. In particular, this document explains what the changes essentially mean to public managers’ roles and/or implications of the following: 

  • Managerialism
  • Privatisation and outsourcing of service delivery
  • Corporatisation
  • Public-private partnerships
  • Whole-of-government approaches

Remember that the purpose of this document is to concisely explain the impact of the above to a non-specialist audience (ie your junior staff). As such, you will need to think about the language that you use, as well as how you present your information.

Criteria for assessment

The assessment will be assessed in terms of whether you have:

  • Thoroughly researched your essay topic showing the depth of knowledge beyond core readings
  • Clearly identified relevant issues and theories
  • Posed critical/pertinent questions on your selected topic
  • Provided adequate support for statements and arguments (with references)
  • Shown your ability to analyse and integrate evidence
  • Clearly structured and expressed your ideas
  • Made observations with lessons and policy implications

Essential readings

Hood, C. 1991. ‘A Public Management for All Seasons?’, Public Administration, Vol. 69, Spring.

Hughes, Owen E 2003, Public management and administration: an introduction, 3rd edn, Palgrave, New York.

Chapter 3 ‘Public management’ pp. 44-70.

O’Flynn, J 2007, ‘From new public management to public value: paradigmatic change and managerial implications’, Australian Journal of Public Administration, vol. 66, no. 3, pp. 353-366.

O’ Flynn, J.  2014. ‘Crossing boundaries – The fundamental questions in public management and policy’ in  O’ Flynn, J. D. Blackman and J. Halligan (eds). Crossing Boundaries in Public Management and Policy – The international experience, London & New York: Routledge: 11-44.

Pollitt, Christopher &ebrary, Inc, The essential public manager, Open University, Maidenhead, Berkshire.

Chapters 2 & 3 pp. 26-82.

Additional readings

These resources are not part of the coursework, but may be interesting for further reading. Enjoy!

  • Boston, J. et al. 1996. Public Management: The New Zealand Model,OUP, Oxford.
  • Considine, M. 1988. ‘The Corporate Management Framework as Administrative Science: A Critique’, AJPA, XLVII (1): 4-18.
  • Considine, M. 1990. ‘Managerialism Strikes Out’, AJPA,49 (2): 166-178

Corbett, D. 1995. Australian Public Sector Management, 2nd ed., Allen and Unwin, Sydney, pp. 246-250 and notes.

  • Deegan, S. 1995. ‘Managerialism: A review of the debate and a consideration of its potential impact on innovation in public sector Agencies’, Journal of Contemporary Issues in Business and Government, Vol. 1, No. 1.
  • Hood, C. & Peters, G. 2004. ‘The middle aging of New Public Management: into the age of paradox?’, Journal of Public Administration Research and Theory, Vol. 14, No. 3 (on E-Reserve).
  • 2002. Working Together – Integrated Governance, IPAA, Brisbane
  • Kavanagh, D. and Richard, D. 2001. ‘Departmentalism and Joined-up Government: Back to the Future?’ Parliamentary Affairs,54: 1-18
  • Keating, M. 1989. ‘Quo Vadis: Challenges of Public Administration’, AJPA, Vol. 48, No. 2, pp. 123-131
  • Keating, M. 1990. ‘Managing for Results in the Public Interest’, AJPA, 49, No. 4, December.
  • Lee, E.W.Y. and Haque, M.S. 2006. ‘The New Public management reform and Governance in Asian NICs: A Comparison of Hong Kong and Singapore’, Governance,19 (4) pp. 605-626.
  • Lynn, L.E. Jr. 2006. ‘New Public Management: reform, change and adaption’ in Public Management: Old and New,Routledge: 104-135
  • 2004. Connecting Government: Whole of Government Responses to Australia’s Priority Challenges, Commonwealth of Australia, Canberra
  • McCann, W. 2001. ‘Institution of Public Administration Australia: Some observations about the profession of public service’,AJPA, Vol. 60, No. 4.
  • Minogue, M. 2001. ‘Should flawed models of public management be exported?, in McCourt, W. and Minogue, M. (eds). Internationalisation of Public Management- Reinventing the Third World State, Edward Elgar: 20-43.
  • Moore, M. 1995. Creating Public Value, Harvard University Press, Cambridge, Mass.
  • Painter, M. 1988. ‘Public Management: Fad or Fallacy?’, AJPA,XLVII, March.
  • Paterson, J. 1988. ‘A Managerialist Strikes Back’, AJPA,XLVII, September.
  • Pollitt, C. 1993. ‘Some Alternatives’, Managerialism and the Public Services,Blackwell, London, Chapter 6

Rees, S.&Rodley, G. (eds.) 1995. The Human Costs of Managerialism, Pluto Press, Leichhardt.

  • Rhodes, R.A.W. 2011. ‘Thinking On: A Career in Public Administration’, Public Administration, 89(1): 196-212
  • Savoie, D.J. 1995. ‘What is Wrong with the New Public Management?’, Canadian Public Administration, 38, No. 1
  • Siddiquee, N.A. 2006. ‘Public management reform in Malaysia: recent initiatives and experiences’, International Journal of Public Sector Management, 19(4): 339-358.
  • Siddiquee, N.A. 2013.  ‘Introduction’ in Siddiquee, N.A. (ed). Public Management and Governance in Malaysia: Trends and Transformations,London & New York: Routledge: 1-30
  • Sindane, A.M. 2004. ‘Public Administration versus public management: parallels, divergences, convergences and who benefits?’, International Review of Administrative Sciences, Vol. 70, No. 4 (on E-Reserve).
  • Smith, R.F.I. 2004. ‘Focusing on public value: Something new and something old’, AJPA, Vol. 63
  • Steane, P. 2008. ‘Public management reform in Australia and New Zealand: A pot pourri overview of the past decade, Public Management Review, 10(4): 453-465.
  • Yeatman, A. 1994. ‘The Reform of Public Management: an Overview’, AJPA,53, September.

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