Changing the Management of the Changing Public Sectors

International Journal of Applied Public - Private Partnerships (ISSN: 1742-5271) Volume 1 Issue 1

Prof David s. Morris and Prof Robert H. Haigh

Sheffield Business School, Sheffield Hallam University, UK.

It is possible to discern a widely held assumption that societal change is a product of the industrialisation process. An assumption which held that before the advent of the means of mass production, distribution and exchange, pre-industrial, or traditional, society was characterised by a continuity notable for its longevity. Any careful reading of history will serve to confound that assumption. Similarly, there is a discernible tendency to describe each decade as 'the decade of change', only to discover, with the benefit of hindsight, that the forces of change were more multitudinous in the following decade and that their consequences were more manifest. From these observations it is only possible to conclude that change, whether in the guise of economic, social or political change, has been a constant throughout recorded history .Likewise, whether the consequences of this eternal and perpetual change process are viewed as being favourable or unfavourable has become dependent upon the way in which the forces of change were seen to have been managed at any particular point in time.

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