Public Management - Essay Example

ID Lecturer Public Management Managing an organization in terms of private and public sectors is entirely different. It is a fact that within the public sector domains, organizations look to derive their basis from the taxes that have come from the people while in private entities, the profits that have been accrued result in its success. When it comes to managing the private sector, there are intrinsic issues that need to be taken care of which deal with making sure that the profits keep pouring in and the losses remain minimal.

When the talk goes out loud regarding the public sector organizations, the difference is clearly within the working realms where taxes and money of the people is the sole player upon which success of the organization depends upon (Mannix, 2003). The stakeholders within both these lines of businesses are distinctive and hence keeping a clear track of what they think and how they would like to see the organization in the coming times is also a significant aspect. Having said that it is important to realize that both the private sector and the public sector organizations look at building revenues which would further their basis within the relevant markets, i.e. the markets under which they exist and bring forth success for their own selves and the stakeholders in essence.

What is required is a mission statement on the part of the private sector and the public sector organizations that they shall endeavor to produce solid results which will be the basis of success in the long run scheme of things. A public sector manager needs to be skilled enough in his work tasks to produce value for the public sector organization where he works. This is because his skills have to speak volumes about the kind of work he is undertaking and the results that he is producing over a period of time.

One of the skills that he can make use of is to have a profit-driven mind which shall find out the basis of extracting maximum profits by making use of the least amount of taxes. This will save on public exchequer and earn him the necessary dividends in the long term (Pfiffner, 1999). A public sector manager therefore has to enact ways and means through which not only his own success is guaranteed but also the people who are linked with him are in safe hands at the end of the day. Another skill that the public sector manager can seek to have is to reach a general consensus amongst the shareholders and stakeholders so that these people have a positive word of mouth regarding the working domains of the public sector organization.

These might comprise of individuals who are the elected officials, the agency managers, the judiciary and the customers. If all of these people are kept at bay and the results are being achieved through a general consensus, then this implies for a successful and most productive public sector manager that one can ever find here. The accountability for the sake of the people must remain an integral part of the public sector manager undoubtedly. References Mannix, E., 2003. Leading and Managing People in the Dynamic Organization.

Lawrence Erlbaum Associates Pfiffner, J., 1999. The Public Service Ethic in the New Public Personnel Systems. Public Personnel Management, 28