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Norman Flynn - Public Sector Management

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Norman Flynn Public Sector Management

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Public Sector Management
7th Edition
Public Sector Management 7th Edition Norman Flynn Alberto Asquer - photo 1
Public Sector Management
7th Edition
  • Norman Flynn
  • & Alberto Asquer
SAGE Publications Ltd 1 Olivers Yard 55 City Road London EC1Y 1SP SAGE - photo 2
SAGE Publications Ltd 1 Olivers Yard 55 City Road London EC1Y 1SP SAGE - photo 3
SAGE Publications Ltd
1 Olivers Yard
55 City Road
London EC1Y 1SP
SAGE Publications Inc.
2455 Teller Road
Thousand Oaks, California 91320
SAGE Publications India Pvt Ltd
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SAGE Publications Asia-Pacific Pte Ltd
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#10-04 Samsung Hub
Singapore 049483
Norman Flynn and Alberto Asquer 2017
Fifth edition published 2007. Reprinted 2008 (three times) and 2012
Sixth edition published 2012. Reprinted 2014 and 2015
This seventh edition first published 2017
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers.
Library of Congress Control Number: 2016947014
British Library Cataloguing in Publication data
A catalogue record for this book is available from the British Library
ISBN 978-1-4739-2517-5
ISBN 978-1-4739-2518-2 (pbk)
Editor: Natalie Aguilera
Editorial assistant: Delayna Spencer
Production editor: Katie Forsythe
Copyeditor: Christine Bitten
Proofreader: Mary Dalton
Indexer: Adam Pozner
Marketing manager: Sally Ransom
Cover design: Stephanie Guyaz
Typeset by: C&M Digitals (P) Ltd, Chennai, India
Printed in the UK
About the AuthorsNorman Flynnwas the Director of the Centre for Financial and - photo 4
About the Authors
Norman Flynnwas the Director of the Centre for Financial and Management Studies, SOAS, University of London. He has previously been Chair Professor of Public Sector Management at City University of Hong Kong and held academic posts at the London School of Economics, London Business School and the University of Birmingham.
He has written about public sector management in the United Kingdom, Europe and Asia, public sector reform in developing countries and about the relationship between business, government and society in Asia. Recent books include Public Sector Reform: An Introduction (European Commission); Public Sector Management (Sage, London); The Market and Social Policy in China (edited with Linda Wong) (Palgrave Macmillan); Miracle to Meltdown in Asia: Business, Government and Society (Oxford University Press) (last two both translated in Chinese), and (with Franz Strehl) Public Sector Management in Europe (Pearson). Further publications are listed on his website: www.normanflynn.me.uk
He has training experience in Slovenia, China, Kenya, South Africa, the United Kingdom, Ukraine, Georgia, Sweden, Norway, Finland and Scotland.Alberto Asqueris Lecturer of Public Policy and Management at SOAS University of London, where he acts as director of the Public Policy and Management and Public Financial Management programmes. He also acts as director of the SOAS Centre for Water and Development. His background studies include an MSc and a PhD at the London School of Economics and Political Science. His research interests are in the areas of public management, public financial management, and regulation of infrastructure and utilities.
Introduction: Context and Institutional Response
The Changing Context
This is a book about the public sector in the United Kingdom, with some reference to practices elsewhere for comparison. It appears roughly half way through a Conservative government which followed a period of Coalition government of Conservatives and Liberal Democrats. In a democracy in which parties have different ideas about what the state should do and how it should be run, politics makes a difference to the management of the public sector. There is a long tradition in the study of public administration of separating politics from management; politicians set the policies and public servants implement them. This normative approach does not reflect how the public sector works in the UK; politicians have views about how implementation should be done, how departments should be structured and managed, how much outsourcing there should be, how much people should be paid and so on. Most of the changes to how the public sector is managed in recent times have originated with politicians, not civil servants.
The other thing that greatly affects what the public sector does and how it is managed is the state of the public finances. The UK government was pushed into deficit by the fiscal crisis of 20078 and the huge amount of cash required to rescue the banks, a deficit which has persisted for longer than any other, resulting in a level of government debt not seen since the Second World War. Since the crisis the perceived need to reduce the deficit (some politicians think it can be eliminated) has been at the centre of decisions, not just about spending but also about major issues such as the scale and scope of government and how it is organised.
A third influence is demographic: the population of the United Kingdom is growing, both because of net immigration and a birth rate that exceeds the death rate. In the 25 years to 2014, the population of the UK grew by 11.6%. The Office for National Statistics projects a growth of 15% to 2039, of which net migration adds 51% and natural increase 49% (Office for National Statistics, 2015). The population is also ageing. Demographics drives the need and demand for public services: school places, healthcare, community and residential care for elderly people and all aspects of infrastructure including housing. The ratio of working to non-working population also has an impact on government revenues from income tax.
Technology, the automation of business processes, improved access to information and services, as well as enhanced expectations, has an impact on how services are designed and delivered, and how organisations are managed. Access to advice and services through websites and call centres, web-based tax returns, medical advice by telephone, vehicle number plate recognition available to the police, tagging of criminals upon release from prison are all examples of the transformation of public services through technology.
Management fashions are also a big influence on how governments manage. Sometimes the fashion is implemented with a time lag, for example, when management by objectives was central to government management several decades after it was used in the private sector. Outsourcing is a central feature of government services, following a tendency of private service organisations to outsource business processes. Lean management, with light touch supervision, backed by performance measurement, has also been an influence on government management processes.
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