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This article presents a concept and a measurement of managers' change-oriented behavior related to the initiation and implementation organizational change. It is argued that managers have an optimal potential for achieving organizational changes if they have the change-centered leadership style, are intuitive, recognize demands for change, and have power-motivated behavior. Public and private managers are significantly different in relation to change-oriented behavior based on data from 343 managers in two public organizations and one private. One result was unexpected: public managers are more change-oriented than managers in business organizations. As expected, there is no significant difference in change-oriented behavior among managers in public agencies. Possible explanations for these outcomes are presented.

We suggested general polices that can be implemented to improve the sustainability and serviceability of the water sector in Jordan. It is suggested that water legislations in Jordan need to be updated to expand the involvement of the private sector to retain sustainable maintenance programmes that effectively mend water distribution systems. Moreover, water resources should be reallocated among competing sectors considering priority to users with purposes that are deemed to have the higher returns in economic and social terms. It is suggested that activating public awareness programmes will raise community understanding and support for water allocation plans among competing water use sectors and improve public participation in developing and accepting new policies related to water management. Keywords: Water shortage, resources reallocation, private sector participation., INTRODUCTION Jordan is located in an arid to semi arid region where around 90% of the country's land receives an average precipitation of less than 100 mm/year while only 3% [...]

With respect to professional service firms, the impact of firm ownership type on organizational performance and behavior is analyzed. Public, private and partnership firms are the three ownership formats examined.

A study on the management of the operations of public facilities is presented. The effects of transfer of ownership from public sector to private sector on private finance initiative are analyzed.

INTRODUCTION Rodriguez and Hickson (1995) and Schwenk (1990) examine decisions in public and private organizations and report notable differences. Private, for-profit organizations have smoother decision-making processes. Public organizations experience more [...]

The significance of corporate social responsibility, for business community, is examined.

The financial information disclosure requirements for public and private organizations, for effective management of corporate social responsibility, are examined.

The article examines the cooperation that Clean Development Mechanism has been able to develop between government and private sectors of the global economy. Both sectors stand to gain from a symbiotic relationship as each sustains and supports the other.

The involvement of private sector in the operational management of public services, from the case for involving private sector financing, is discussed. There are arguments over this involvement, because finance is far more generic than management.

The US government is once again attempting to commercialize the Landsat program and is asking the private sector to develop a next-generation mid-resolution remote sensing system that will provide continuity with the thirty-year data archive of Landsat data. Much of the case for commercializing the Landsat program rests on the apparently successful commercialization of high-resolution remote sensing activities coupled with the belief that conditions have changed since the failed attempt to commercialize Landsat in the 1980s. This paper analyzes the economic, political and technical conditions that prevailed in the 1980s as well as conditions that might account for the apparent success of the emerging high-resolution remote sensing industry today. Lessons are gleaned for the future of the Landsat program.

Summary. This paper takes a political economy approach in evaluating the state's role in investment promotion. Using the Asian financial crisis as an opportunity to study regulatory mechanisms, the paper examines both state-society relations as well as relations between Singapore and its neighbours, Indonesia and Malaysia. The difficult policies which Singapore enacted during the crisis--namely, a wage-cut as well as the drive to recruit foreign skilled labour in the midst of a depressed economy--cannot be understood except in terms of an institutional context involving agencies, interest-groups and segments of society and the state's continuing ideological work and, specifically, within an embedded autonomy position where the state was able to fend off lobbying efforts while at the same time using its position with the unions to push for wage-cuts and skilled foreign labour. Such embedding or nestedness was also apparent in Singapore's regional relations. The incorporation of the Riau islands in Indonesia in sub-regional production networks managed by Singapore led to consistent stances taken by Singapore and Indonesian regional authorities to protect investments, in the midst of inconsistent signals between the national governments of the two countries.

Historically, prevention of disease has been a cornerstone of public health practice. In the 19th century, the provision of pure water, the engineering efforts to remove sewage, and sanitation were […]

This paper looks at the interaction between public and private consumption in Australia. The results show that there is a long-run equilibrium relation between private and public consumption. However, the nature of this relation changed during the 1980s from one of complementarity to one of substitutability.

Malaysia's privatization program, which began in 1983, has been praised by some, while others have been less impressed. This paper describes the return of a privatized infrastructure after seven years to government hands after it had been relinquished to the private sector. Right from the beginning the privatized national sewerage scheme was plagued with controversy--from selection of a concession company, charge structure, and performance to ownership changes. The award of the infrastructure facility was made in the absence of competition. The charge structure accepted by the government was never revealed completely to the public. Inefficiencies and management blunders aggravated public sentiment. The change of ownership three times in as many years gave the impression of industrialists out to make quick money at the expense of public welfare. Despite copious government assistance, Indah Water Konsortium, the concession holder, became infeasible as an independent operating company. This case study provides salutary lessons of what to avoid when structuring a privatization arrangement.

This article examines the mixed forms of government ownership in the Russian economy during the 1990s era of market reforms,and which occurred largely through the governmenet's ownership of controlling shares in joint-stock companies in various industries. Issues include the 1992-1995 regulatory and statutory base and management of companies with mixed capital, innovations in state policy regarding the management of mixed companies in 1996-1998, problems of enterprises with mixed forms of ownership and possible approaches to solving these problems.

The measure of effectiveness and efficiency of the private sector may not work in the public sector since the administrative nature of the public sector is more complicated than the private sector. Strict imposition of regulations cannot be applied to public management because it will be incongruent to the purpose of social service. Further, the difference between the nature of public and private sectors suggests that they have different criteria of effectiveness.

The experiences of transformed economies show that increasing privatization is generally accompanied by an absence of transition to private ownership of productive assets. While the focus on mass privatization in transition economies overlooks such variables as effective resource allocation and corporate governance, less than complete privatization has often been known to function equally efficiently in such economies. In transitional societies, therefore, the shift from socialism to capitalism involves the functional co-existence of private businesses with state enterprises.

Can planned organizational change efforts in public sector organizations be as successful as those in private organizations? Prior theory and research reflect some ambiguity regarding this question. Literature regarding traditional differences between the public and private sectors suggests that basic characteristics of public organizations may impede the success of planned change interventions. However, growing recognition of the fact that distinctions between the two sectors are becoming blurred reduces the viability of this assumption. Furthermore, prior empirical comparisons of intervention success have found that patterns of success are similar in the two types of organizations. Peter J. Robertson and Sonal J. Seneviratne address this question by using meta-analytic procedures to evaluate the impact of planned change interventions on seven categories of organization variables. Their findings suggest that, by and large, organizational change interventions are just as successful in both sectors. However, they found differences between the sectors for three variable categories, indicating that it is more difficult to implement changes in public organization work settings but that organizational performance can be improved more readily in public organizations., There is a growing recognition of the need for fundamental changes in the way public organizations are structured and managed (Barzelay, 1992; Johnston, 1993; Osborne and Gaebler, 1992). With the [...]

An examination of senior managers in the public and private sector using Belbin's Self-Perception Inventory shows marked differences in the team roles public and private sector managers play. The results indicate the importance of drive, enthusiasm and emphasis on task are important in local government, with idea generation and productive interpersonal relationships being given less emphasis. The results further indicate that the two sectors need managers with different skills and capacities.

8.1 Mining and manufacturing The fall in industrial production in recent years is exceptional - as much as 13 per cent (seasonally adjusted) from the high in the first half [...]

The allocation of responsibilities between the public and private sectors in public-private partnerships can be viewed either within space and over time. The time dimension can be viewed as a temporal dimension of public and private responsibilities over the project's life cycle. On the other hand, the spatial dimension can be seen as a functional dimension of public and private activities., The optimal approach to public-private partnerships will vary from project to project depending on project-specific facts and circumstances. Series Editor's Introduction 'Beyond Asphalt, Concrete, and Steel' is the first in [...]

Dr Michael Harris, the RTPI's new deputy head of policy and research, made his television debut on a BBC news programme to discuss the role that planners play in balancing [...]

Byline: Sara Fyson Private sector consultants have increasingly been called upon to assist aid-dependent countries in strengthening their public sector governance systems. This paper argues that the role of these consultants in shaping the reform process is not well understood. This paper offers a conceptual framework to capture the essential dynamics of the relationship between the donors, the governments and the donor-funded consultants in the implementation of Public Financial Management (PFM) reforms. Three main lines of inquiry are developed to assist in determining the lines of accountability that are drawn between these three sets of actors. The first, drawing on a rationalist principal-agent approach, focuses on the contractual process and the incentives that emerge from it at the micro level. The second, drawing from a constructivist approach, delves deeper into the normative agendas behind private sector participation and the meaning given to the concept of accountability in this context. Finally, a third line of inquiry centres upon the political environment within which the reforms are implemented and which acts as a filter both upon the contractual process and the ideas of best practice brought in by consultants. The implementation of an integrated financial management system in Ghana is used as an illustrative example.

The socioeconomic views of the Russians about the ownership of the country's natural resources and of groups identified by either modernist or traditional opinions are presented.

Byline: Abby Ghobadian, David Gallear, Howard Viney, Nicholas O'Regan This paper examines the assumption that the injection of market discipline and private sector management practices will result in the transformation of public services. The present UK government looks for an opportunity to achieve synergy between the public and private sectors to improve the public service at lower public cost. However, the different cultural values and expectations of each sector and the competing demands of various stakeholder groups involved, present real hurdles for the achievement of performance improvement. This paper examines the Labour Government's attempts to modernise public services to establish the current context of the debate. This paper then presents the key differences between the public and private sector organisations and examines why private sector management practices may not in fact result in the transformation of public services. This paper suggests that, rather than imposing private sector management practices on the public sector, new approaches should be crafted to guide the development of solutions, which are fit for their specific purpose. A few potential alternative options that should be considered are presented.

Byline: Viet Ha Hoang The purpose of this paper is to provide a model linking enforcement of institutional environment and reform of corporate governance of firms. It is argued that in the context of weak enforcement environment in transition economies, institutional factors in securities markets are effective in shifting corporate governance model of the privatised firms towards a market-based model that ensures a sustainable economic performance. The empirical study in the Vietnamese securities market supports this argument.

The scientific management principles of Frederick Taylor, which are employed in private and public sector, are examined. The significance of knowledge management, for organization, is examined.