Public vs private management - Research Paper Example

Public management Public Management This paper analyses the differences between managing an organization in the private sectorversus managing an organization in the public/government sector. It also proposes skills that public sector managers should develop to make them more effective in their position. The public sector and private sector describe two main types of business. These two sectors provide similar services on some levels, but they differ from one another on a number of issues, which include ownership and objectives.

Differences between the Private sector and public sector in management Though there are similarities between the two sectors, there are also differences between the public and private sector. The first difference is on the ownership of the organization where the public sectors are run and financed by the government, and the private sector is operated and owned by the corporation or the private owners. In the public sector, all employees including the managers work for the governments while the employees in the private sector work for the organization (Dresang, 2009).

The other difference between the two sectors is that public sectors are established by law. This fact discourages managers from changing the laws depending on the changing conditions. On the other hand, directors in a private sector can change the objective when necessary. The output of a private sector can be valued by the paying customers. This is easily captured on the organization’s objectives, missions and decision criteria. However, it may not be easy for the market forces to dictate the gains of a public sector entity (Mgbeke, 2009).

Therefore, private sectors have the responsibility to generate satisfactory returns on their investment and private investors get more motivation to put more investments. Contrary to this, public sectors still have the assumption that their capital is free, and the need to gain massive profits are ignored (Dresang, 2009). Skills One skill a public manager should develop is the ability to communicate with the public. The communication with the pubic and other outsiders is a paramount and effective skill for the public manager.

As media play a key role in the public agenda, strong and effective leaders should always face the press criticism; hence, they should learn to manage media relations seriously and effectively in order to achieve organization goals (Dresang, 2009). Another skill that managers should develop is the ability to demonstrate character and integrity. Managers are role models, and their words and actions exemplify success for others in the organization. The core values of managers are essential in harmonizing operations within an organization (Mgbeke, 2009).

Building effective organizations through creating organization and connections that will support the achievement of the organization goals is another essential skill that public manager should develop. Lines of authority and communication within and across organizations play a vital role in the effective delivery of services (Mgbeke, 2009). Managers should also develop the ability to foster collaboration and support. Building support for organizational goals among constituencies linked to the organization is vital for managers’ success.

This requires effective communication that will foster relationships among key individuals and organizations. It requires consensus-building skills. Persistence and timing are critical, along with understanding the self-interests of key collaborators (Dresang, 2009). In conclusion, both the public and private sector provide to the demand of the citizens. This shows the similarity between the two sectors. Their differences arise due to the need to exist. These two sectors strengthen the economy of the country since they both provide employment to the citizens of the country.

References Dresang, D.L. (2009). Personnel Management in Government Agencies and Nonprofit Organizations (5th ed.). New York: Pearson Longman. Mgbeke, D. (2009). Fundamentals of Public Administration. Bloomington: AuthorHouse.