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Who are the new public managers? An initial analysis of 'Next Steps' Chief Executives and their managerial role

Who are the new public managers? An initial analysis of 'Next Steps' Chief Executives and their... An Who are the new initial public managers? of Chief Executives and ’Next their analysis Steps’ role managerial Horton and Jones Sylvia Jacqui University of Portsmouth This article emanates from a wider research of new in the study public managers in civil National Health Service and universities the UK. In each of these service, occurred structural have since 1988 the services, important changes involving chief creation of semi-autonomous units headed executives with a by strategic role. In all there is a semi-contractoral between cases, management relationship the and which funds its central or in agency activities, wholly government part. Recruitment is to the and managerial generally by open top posts competition salaries are determined the market. a of current partly by Although only minority holders of these offices come from the there is no barrier to sector, private entry and the Government has such and positively encouraged applicants appoint- ments. The article focuses on the which have been created within the solely agencies civil service since the of the Ibbs and Unit, publication Report (Efficiency 1988) has four aims. it describes the of their size and First, types agency, parent depart- ments. it of the chief executives who have http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Public Policy and Administration SAGE

Who are the new public managers? An initial analysis of 'Next Steps' Chief Executives and their managerial role

Horton, Sylvia; Jones, Jacqui
Public Policy and Administration , Volume 11 (4): 27 – Dec 1, 1996
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References (26)

Publisher
SAGE
Copyright
Copyright © by SAGE Publications
ISSN
0952-0767
eISSN
1749-4192
DOI
10.1177/095207679601100402
Publisher site
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Abstract

An Who are the new initial public managers? of Chief Executives and ’Next their analysis Steps’ role managerial Horton and Jones Sylvia Jacqui University of Portsmouth This article emanates from a wider research of new in the study public managers in civil National Health Service and universities the UK. In each of these service, occurred structural have since 1988 the services, important changes involving chief creation of semi-autonomous units headed executives with a by strategic role. In all there is a semi-contractoral between cases, management relationship the and which funds its central or in agency activities, wholly government part. Recruitment is to the and managerial generally by open top posts competition salaries are determined the market. a of current partly by Although only minority holders of these offices come from the there is no barrier to sector, private entry and the Government has such and positively encouraged applicants appoint- ments. The article focuses on the which have been created within the solely agencies civil service since the of the Ibbs and Unit, publication Report (Efficiency 1988) has four aims. it describes the of their size and First, types agency, parent depart- ments. it of the chief executives who have

Journal

Public Policy and Administration – SAGE

Published: Dec 1, 1996

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