Today's leaders: career trends of Canada's private- and public-sector executives

Article Abstract:

Today, a great deal of attention is focused on the need to change the management of the public service in order to improve customer service and increase efficiency. In many cases, unfavourable comparisons are made to the private sector. But little comparative analysis has actually been undertaken with reference to the career profiles of senior managers in Canada's public and private sectors. The Public Management Research Centre undertook a study comparing the backgrounds and management experiences of Canada's most senior executives in the public and private sectors. Information was gathered from seventy current heads of federal departments and agencies (deputy ministers - DMS) and from sixty-three chief executive officers (CEOS) of private companies of comparable size and importance. The results of this study, published in a document entitled 'Today's Leaders,' indicate that it is likely that the top job in public-sector organizations will never be identical to that in the private sector. However, if improving the management of the public sector means adopting some elements of private-sector management techniques (e.g., alternative service delivery, increased customer service, greater attention to cost recovery and bottom-line), the thrust for these changes must come from senior management. In addition, current criteria for recruitment, development and promotion of future public-sector leaders must be re-evaluated. (Reprinted by permission of the publisher.)

Chief executive officers, Career development, Cabinet officers, Cabinet officials

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Reconsidering gender and public administration: five steps beyond conventional research

Article Abstract:

In this paper, we propose a needed reconceptualization of the study of gender and public administration that is sensitive to emerging issues of public-service renewal. Five central themes are examined and new research directions illustrated. The first theme is the nature of commitment. We argue in favour of the development of new social ecological models for the study of work and suggest ways in which personal projects analysis as a methodology can illuminate the nature of commitment and efficacy. Second, we challenge the utility of studying fixed job needs and motivations, arguing that examination of "free traits" and organizational niches may provide a deeper understanding of the pursuits of public servants. Third, we urge researchers to move beyond assumptions about chilly organizational climates. Our finding of a striking linkage for women between perceptions of climate and appraisals of work projects adds a new dimension to the study of organizational climate. Fourth, the paper suggests that, rather than focusing on different management styles, future research should concentrate on the nature of and organizational support for projects of "managing people." Fifth, we address the question of whether things are getting better for women in the public service. We conclude that a sensitive answer to this question goes beyond numbers and beyond conventional research. (Reprinted by permission of the publisher.)

Administration of Human Resource Programs (except Education, Public Health, and Veterans' Affairs Programs), Public Services Administration, Women, Demographic aspects, Women in the civil service, Women in public life

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Is there empirical evidence of a trend towards "managerialism"? A longitudinal study of six countries

Article Abstract:

In the past decade, there has been a considerable amount written about the development of "managerialism" and the "new public management" (NPM) in the Western, primarily Westminster-type, democracies. There has even been some concern expressed that the trend towards managerialism, with its lack of emphasis on the acquisition of technical competence, may be undermining policy capacity and the career public service itself. This paper addresses the question of whether there has been a trend towards managerialism over time. Specifically, this paper looks at whether changes in three objective measures of "Managerialism" - mobility, education, and management type - indicate a shift towards managerialism in the senior levels of selected departments in Australia, Britain, Canada, New Zealand, the United States and Mauritius, during the period between 1971 and 1991. There is little evidence of such a trend. There has been, however, a slight shift in the "management type" of senior bureaucrats towards administrative rather than towards technical expertise and an increase in the number of administratively managed departments. If there is a large scale shift towards managerialism, it must be manifested in improved management skills on the part of technical managers or in improved technical knowledge and skills on the part of administrative managers. (Reprinted by permission of the publisher.)

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