Taking care of business: the public official as entrepreneur

Article Abstract:

Risks need to be identified and taken in public sector management, even though the public sector does not reward success or punish failure adequately. Risk-taking is an essential element in achieving results. Public sector managers can learn by observing recent private sector developments such as increasing management flexibility and moves away from vertical hierarchies. Vertical integration is giving way to disaggregation as the North American economy becomes increasingly dominated by the service sector, allowing companies to rely on contractually-bound networks for manufacturing, marketing, and distribution functions. An entrepreneurial approach can help make public sector management more effective by fostering critical analysis of government programs, networking, and creative problem-solving.

Analysis, Entrepreneurship, Public sector, Public officers, Government officials

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Squaring a circle: strategic planning in government

Article Abstract:

Planning in government is qualitatively different than planning in other organizations. Government is, by nature, reactive. Governments must endure more stringent standards of judgment than profit-making institutions. Because government is a highly public operation, details assume great importance. Management in government is difficult because of different patterns of organization required for government and elected public officials.

Decision-making, Decision making, Planning, Canada, Political aspects, Corporations, Administrative agencies, Government agencies, Public institutions, Government executives

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