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The Role of the Leader in Leading the Public Sector and Entrepreneurship in the Context of CSR
Abstract
Public sector management is described by several schools of management. The basic school is the so-called “Administrative Direction” (bureaucratic school), which was a response to the flaws of the then public sector management model, which primarily included nepotism and often a lack of professionalism of the people employed in it. The administrative direction promoted, among others: formal and personal authority of the manager, competences of employees, discipline, hierarchy, putting the interests of the organization above one's own, etc., it also degenerated over time, forcing subsequent proposals for reform of this direction of management. Public sector management underwent a transformation towards the so-called New Public Management, which was supposed to, among other things, entrepreneurize the “Administrative Direction” that had been distorted over time. Then, the flaws of the New Public Management were to be improved by “Good management”, etc.
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