The paper 'The Main Drivers Involved in the Reform of the Public Service Sector in the UK since the 1970s" is a good example of a management case study. The United Kingdom public service sector has undergone a lot of changes since the 1970s that have seen the country experience better service in terms of public service and the emergence of new trends owing to a number of influences and changes that were inevitable with time. This paper discusses the main drivers involved in the reform of the public service sector since the 1970s. One of the main drivers that caused a lot of change was the privatization of public companies.
There was the sale of government-owned companies to the private sector where over fifty percent of the public sector along with their employees shifted to the private sector. Examples of companies that were privatized included British Airways, gas companies and electricity companies. There was a change in attitude towards public intervention and the government had to change their bureaucratic and interventionist way of governing and let the people decide on what they wanted to do with their lives.
Privatization meant that the companies had to cut their costs since their interests would now be in making profits and hence their efficiency improved and services offered were exemplary and easy to acquire in such companies. There was a lack of political interference which was good as it allowed the private companies to make better economic and managerial decisions. Governments were thought of as poor economic managers since they employed too many people leading to the rise in inefficiency in the public service sector (Wilson 2004, P. 7).
The move led to investments of a long term nature unlike those that were done by the government which was in short term basis as they were only concerned with the outcome of the elections and their influences in the voting. Shareholders present in private companies pushed for better performance so as to avoid takeovers of such companies. When they were publicly owned there was no pressure from shareholders which led to the lack of efficiency and good performance.
Rhodes, R.A., 1994. The hollowing out of the state: The changing nature of the public service in Britain. The Political Quarterly, 65(2), pp.138-151.
Ömürgönülşen, U., 1997. The emergence of a new approach to the public sector: the new public management. Ankara Üniversitesi SBF Dergisi, 52(01).
Wilson, J., 2004. New management of public services: the United Kingdom experience. Viesoji politika ir administravimas, (7).
O'REILLY, D.E.R.M.O.T. and Reed, M., 2010. ‘Leaderism’: an evolution of managerialism in UK public service reform. Public administration, 88(4), pp.960-978.
Holliday, I., 2000. Is the British state hollowing out?. The Political Quarterly, 71(2), pp.167-176.
Taylor, I. and Kelly, J., 2006. Professionals, discretion and public sector reform in the UK: re-visiting Lipsky. International Journal of Public Sector Management, 19(7), pp.629-642.
Walker, R.M. and Boyne, G.A., 2006. Public management reform and organizational performance: An empirical assessment of the UK Labour government's public service improvement strategy. Journal of Policy Analysis and Management, 25(2), pp.371-393.
Hood, C., 1991. A public management for all seasons?. Public administration, 69(1), pp.3-19.
Ezzamel, M. and Willmott, H., 1993. Corporate governance and financial accountability: recent reforms in the UK public sector. Accounting, Auditing & Accountability Journal, 6(3), pp.0-0.