anaging financial stringency in the public sector
By: Gill, John.
Contributor(s): Philip, Frame.
Material type:
ArticleSubject(s): Public Enterprises | UK | Management | Government Enterprise | Case Study | Finance | Government Enterprise
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Public AdministrationSummary: Abstract: This article contributes to the debate about the most effective ways to manage the effects of financial stringency in the public sector. It tentatively draws ideas for further research from three action research studies conducted longitudinally over several years in different contexts and sectors and at different organization levels within the public sector. Our contribution focuses on the management of the early stages of stringency. We conclude that instringenttimes particularly in the short-term, intra organizational conflict is likely to increase, organizational climates to become more coutious and reactive; and management to become more centralized, controlling and to take what is termed th
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Articles
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Indian Institute of Public Administration | Issue no: 68(4), Winter 90, p.517-37 | Available | AR213 |
Abstract: This article contributes to the debate about the most effective ways to manage the effects of financial stringency in the public sector. It tentatively draws ideas for further research from three action research studies conducted longitudinally over several years in different contexts and sectors and at different organization levels within the public sector. Our contribution focuses on the management of the early stages of stringency. We conclude that instringenttimes particularly in the short-term, intra organizational conflict is likely to increase, organizational climates to become more coutious and reactive; and management to become more centralized, controlling and to take what is termed th
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