Scholars and practitioners have long debated what role
the public should play in public management. When
members of the public interact with the administrative
side of government, should they be treated as customers, as
citizens, or in some other manner? Th is article takes as its
premise that members of the public assume three principal
roles relative to public management: as customers, as
partners, and as citizens. After placing these roles in the
context of the history of public administration, the article
draws from recent research to recommend guidelines for
how public managers can work eff ectively with the public
in these several capacities.
Scholars and practitioners have long debated what rolethe public should play in public management. Whenmembers of the public interact with the administrativeside of government, should they be treated as customers, ascitizens, or in some other manner? Th is article takes as itspremise that members of the public assume three principalroles relative to public management: as customers, aspartners, and as citizens. After placing these roles in thecontext of the history of public administration, the articledraws from recent research to recommend guidelines forhow public managers can work eff ectively with the publicin these several capacities.
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