The public administrator: God? or enterpreneur? or are they the same in the public service
By: Dobell, A.R.
Material type:
ArticleSubject(s): Public Service | Civil Service | Public Administration | Canada | Civil Service - Canada
In:
American Review of Public AdministrationSummary: This paper distinguishes entrepreneurial behaviour in the public service (innovative activity where the risks and benefits where the risks and benefits are essentially personal or informed consent can reasonably be presumed) from decisions involving risks to other, usaually ananymous and beyond consultation. It argues that decisions by public officiels ar more often of the latter type, imposing risks on others. This lead to a requirement for guidelines based first on rights and fundamental principles, then on a calculated risk-benefit analysis, and finally on a lively sense of personal responsibility. In the end, only leadership can instill a shared sense of organisational and personal values that assure t
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | Issue no: 19(1), Mar.89, p.1-11 | Available | AR2099 |
This paper distinguishes entrepreneurial behaviour in the public service (innovative activity where the risks and benefits where the risks and benefits are essentially personal or informed consent can reasonably be presumed) from decisions involving risks to other, usaually ananymous and beyond consultation. It argues that decisions by public officiels ar more often of the latter type, imposing risks on others. This lead to a requirement for guidelines based first on rights and fundamental principles, then on a calculated risk-benefit analysis, and finally on a lively sense of personal responsibility. In the end, only leadership can instill a shared sense of organisational and personal values that assure t
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