Public managers: are they different? A study of managerial belief systems in Iraq

Abstract

research on managerial behaviour and beliefs in public enterprises has lagged behind private sector research far too long and the ability to explain such behaviour remains relatively weak. Some researchers suggest that studies comparing managerial environment, strategies, and attitudes across sectors of enterprise would provide a useful model for examining managerial function and behaviour in different settings (Perry and Porter, 1982; Posner and Schmidt, 1982). A comprehensive review of literature reveals that previous studies display inconsistent results regarding managerial function, role, style and orientations in public and private sectors. Lau et al. (1979) and Driscoll et al. (1979) find that both public and private sector managers perform and tackle the same tough jobs in a professional manner. Further studies indicate that there are no significant differences in the orientations among people employed in public and private sectors (Nowlin, 1982; Posner and Schmidt, 1982). Nevertheless, numerous scholars assert that there are great differences in attitudes, styles, behaviours and beliefs between

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