Is Managerial Work in the Public and Private Sectors Really “Different”? A Comparative Study of Managerial Work Activities

ABSTRACT

This article aims to discern the extent to which managerial work is similar and different in the public and private sectors. Using propositions and structured categories for describing what managers do, this article compares results of an observational study conducted in the Canadian public sector with similar studies from the private sector. Through a comparison of work type, hours, location, activities, and contact patterns, this research finds few differences in managerial work activities between the two sectors, despite contextual and situational differences. Possible explanations are explored, implications of the findings are discussed, and future research directions are proposed.

KEYWORDS:

• CEOs
• managerial work
• new public management
• public sector management