Call : Invent, reinvent public management

Revue internationale de psychosociologie et de comportement organisationnel.
  

The public sphere is accused of mismanagement and non-budgetary control but is credited to defend public service values. These values ​​become even exemplar. In the same  time the deviations of an unregulated market continue (fraud, tax evasion, financial scandals ...). Two sets of speech making virtues of pharmaceutical collide today and propose solutions to the public sphere. On the one hand a managerial discourse touts the new public management (NPM), the general review of policies , evaluation of public policies strengthened, autonomy of decision making, individualized payments. On the other hand a speech continues to promote public service values ​​of equity, neutrality and impartiality.
It is as if the public and private worlds were unequivocal in their arrangement. However, it is clear they are crossed with contradictions and obey dynamic tension. Thus masterfully uses the private sphere to the state in case of industrial or financial crisis and relies on him to solve the difficult balance between national and international issues, especially when it comes to exporting or to defend private interests outside the territory. But at the same time, the public sphere out of his legal neutrality and does not hesitate to resort to the private sphere in connection with sponsorship or partnerships. The support of private sometimes proves to be a way to escape the consequences of decentralization that contributed to tensions between the territories.
It is in this boiling context that we invented or reinvented public management. The purpose of this special issue is to identify how the various functions of state government, or territorial hospital today find their own benchmarks and manage to combine the aims which some like to oppose such as the concern efficiency of administration and the quality of public service rendered. The items sought will aim to shed light on how to succeed in this alliance.
Several topics are expected:
- What differences and similarities are there between private management and public management?
- How to express the values ​​of public services in the reality of the action?

 - What refers Ethics in Public Management?
- What are the practices of private management appropriated to public service, which ones to ban?
- What can bring the management of public service to private management?
- How and what to train public managers in relation to current issues?
- Is the leadership of public managers specific  that of the private management?
- What are the criteria of public management efficiency?
- What impact can be observed among senior managers becoming public?

If the journal  scheduled for release in 2013, the calendar must meet several steps:
- Call for papers: June 5, 2012
- For communication by mail: a page summarizing the proposed contribution, July 30, 2012
- Acceptance response by mail: 30 September 2012
- Final contribution of the authors (including a summary in French, and a photo or the authors): December 15, 2012
- Proofreading possible: January to March 2013
- Published in June 2013

The  Journal expected original articles containing between 25 000 and 35 000 characters (including spaces), font Times New Roman, 1.5 spaced, size 12, without appendices, with references to the standards of APA. Articles should be sent to Denis CRISTOL - 4cristol@free.fr

The number will be driven by:
Denis CRISTOL - Director of training  Engineering at CNFPT - 4cristol@free.fr
Christian Bourion - Professor of Management - christian.bourion @ icn-groupe.fr