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PRIVATE SECTOR
Sociologyindex, Sociology Books 2011
Private sector refers to that part of the economy which is controlled or
owned by private individuals, either directly or through stock ownership.
Private sector company is a company with restricted membership and no issue of
shares.
Private sector enterprise is a business that is privately owned and not under
State control.
Private sector refers to private or individual initiative
especially in business.
Private sector is that part of an economy or industry which is free from direct
State control.
The Private Sector and Privatization in Social Services
Is the Washington Consensus ‘Dead’?
Santosh Mehrotra, UNDP Regional Centre for Asia and Pacific, Bangkok
Enrique Delamonica, Policy Analyst, Global Policy Section, UNICEF, New York, USA,
edelamonica@unicef.org
Global Social Policy, Vol. 5, No. 2, 141-174 (2005) DOI: 10.1177/1468018105053677
One of the most significant developments in the 1990s in social policy in developing and
transition countries has been the growth of privatization in health, education and water
services - three basic services, which involve most of the Millennium Development Goals
(MDGs). Welfare pluralism was very much a core element of the Washington Consensus.
Despite the talk of the Washington Consensus being ‘dead for years’, the
international financial institutions have pushed for welfare pluralism in social services
since the 1990s. This article critically scrutinizes the arguments and evidence that have
been made in favour of greater private sector participation in these services. The article
addresses what role the private sector could or should play in these services and is,
thus, driven by practical policy concerns. For reasons of space, this article does not
address the non-profit or nongovernmental organization (NGO) provision of basic social
services (which, in most countries, is quite small in size).
Comparing Public and Private Sector Decision-Making Practices
Paul C. Nutt, The Ohio State University
Abstract: Public and private sector decision making is studied with an experiment. The
study compares decision making in a tax-supported general purpose governmental agency with
that done by a business firm selling to a market, using a simulation to capture
differences in the preferences and practices of mid-level managers working in the two
sectors. The simulation calls for participating managers to assess the risk and prospect
of adopting budgets tailored to match each sector. A cognitive culture that stresses
analysis, speculation, bargaining, or networking is employed to fashion a budget
appropriate for a public and a private sector organization, each with a controversial and
a noncontroversial budget amount. The literature on public/private differences was
consulted to make predictions, suggesting that public sector managers would favor
bargaining and networking and private sector managers would favor analysis and
speculation. The cognitive style literature suggests that managers favor budgets
constructed with an approach that is consistent with their preferred cognitive style and
see less risk in the choice, except in a public setting where risk would be unaffected.
The study finds that private sector managers are more apt to support budget decisions made
with analysis and less likely to support them when bargaining is applied. Public sector
managers are less likely to support budget decisions backed by analysis and more likely to
support those that are derived from bargaining with agency people.
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