000			01631pab a2200181 454500
008			180718b1997 xxu||||| |||| 00| 0 eng d
100			_aLarson, Peter
245			_aPublic and private values at odds: can private sector value be transplanted into public sector institutions?
260			_c1997
300			_ap.131-39
362			_aFeb
520			_aIn the last few years, it has become widely accepted that the answer to many of the shortcomings of public sector administration lie in the wholesale adoption of private sector values like `risk-taking', `customer focus', and `bottom-line orientation'. This prescription seems self-evident to many business executives, and even has some appeal among public sector managers. However, it is based on a false premise: that the relationship of the state to citizens is, or should be, basically similar to that existing between private enterprise and its clients. Public administration is about choices. It necessarily means satisfying some citizens while frustrating others. If carried to its logical conclusion, the process of privatizing public sector values would make state bodies more responsive to their direct customers while stripping them of their public legitimacy. The challenge for public sector administrators is to find ways to integrate appropriate private sector values into their organizations while safeguarding their overall role as guardian of the public interest. - Reproduced
650			_aPrivate sector - Canada
650			_aPublic sector - Canada
650			_aPublic administration
773			_aPublic Administration and Development
909			_a33797
999			_c33797 _d33797