Paper Summary:

This paper examines reforms recently made in the Australian public sector. The basis of the changes was modeled after the private sector, and building customer satisfaction. This model is analyzed and the various parties identified and discussed. The public sector in Australia and its reform is seen as in process and by no means complete. However, the awareness of paradigm shifts, management perceptions, and the recognition of public needs form a large part of the achievement of the necessary reforms. The Australian public sector, like many other places of business, is changing according to the needs of its times and its public. This is achieved through all levels of management with the collaboration of all stakeholders as one team.

From the Paper:

"The managing out imperative, as seen above, has changed according to the changing needs of society and the public. Changing technological paradigms, as well as the increasing integration of the public sector with other service providers, has increased the complexity of public service provision (Mulgan 2004). This is why all managing roles have become vitally important to the success of the entire public sector. Middle managers play an especially important role, as they form the connection between top managers and the lower levels of the public sector on one level, and also between the public sector and its stakeholders and clients.
This is only one of the changes occurring during the last decades of the last century, and the first decade of this one. The very concept of leadership, as seen above, has changed from authoritarian to democratic and collaborative. The gab between public sector culture and public interest is a need that can be addressed by means of middle management."

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