nt which came from a simpler Private Finance Initiative (PFI) which was set up to establish contracts between the local authority controlled London Underground and Tubelines and Metronet Hanagan (2008).
继组织结构、设计和文化带来的挑战之后，20世纪80年代英国政府将公共部门的一些服务私有化，管理人员意识到提供服务的成本变得过高，成本对国家预算和使公共部门组织更有效和高效地工作的动机产生了很大影响。此举产生了公私合作伙伴关系（PPP）和伦敦地铁合同安排等合同安排，这些合同安排来自于一个更简单的私人融资倡议（PFI），该倡议旨在建立地方政府控制的伦敦地铁和地铁公司以及之间的合同。
Privatisation as defined by Bryan Hurl (1992), is ” the sale of government owned equity in nationalised industries or other commercial enterprises, to private investors with or without the loss of government control of the organisation”. There are three methods which have been used by the government, these are; denationalisation which is the sale of public sector assets, deregulation which is removal of barriers to entry to a previously protected market to allow private enterprises to compete and franchising whereby the public sector provides the finance and the private sector provide the services Hurl (1992).
Bryan Hurl定义的私有化是“在国有化行业或其他商业企业中，向私人投资者出售政府拥有的股权，无论是否失去政府对该组织的控制”。政府使用了三种方法：；非国有化，即出售公共部门资产，放松管制，即消除进入先前受保护市场的障碍，允许私营企业竞争，特许经营，即公共部门提供资金，私营部门提供服务。
One of the key principles of managing resources to deliver better services is by setting up strong partnerships which means that various departments of the public sector are relying on other public, private and third sector to deliver public services, these organisations, most of the time may have better expertise and better understanding of the needs of the citizens Bourn (2003, p26). The increasing difficulty with which public services are delivered is a challenge. According to the National Audit Office, ”delivery of public services are no longer the duty of a single department for instance, different organisations are involved in provision of criminal justice such as the police, the crown prosecution service, the forensic Science service and the courts”.
管理资源以提供更好服务的关键原则之一是建立强有力的伙伴关系，这意味着公共部门的各个部门都依赖其他公共、私营和第三部门提供公共服务，这些组织在大多数时候可能具有更好的专业知识，并更好地了解公民的需求。提供公共服务的难度越来越大，这是一个挑战。根据国家审计署的说法，“提供公共服务不再是一个部门的职责，例如，不同的组织参与了刑事司法的提供，如警察、刑事检察部门、法医科学部门和法院”。
Changes in economic conditions and unforeseen circumstances could place much demand for public services, for instance, the sudden rise in unemployment during the most recent inflationary period. The volume and value of benefits payment made by the job centre plus or the unexpected foot and mouth disease and its effect to the public requires a good resource management Bourn (2003 p18). Some of the services provided by the public sector organisations are; Defence by the Army, Public Health by the NHS, Direct service delivery agencies which handle payments of benefits, issuing of prescriptions and National insurance numbers, processing of student loans, access to heritage, museums and galleries, developing frameworks for other service providers such as regulation of educational standards, teacher training and social housing, promotion of business opportunities abroad, transport integration, purchasing information technology systems and professional services and others.
经济条件的变化和不可预见的情况可能会对公共服务产生巨大需求，例如，在最近的通货膨胀时期，失业率突然上升。就业中心支付的福利的数量和价值，加上意外的口蹄疫及其对公众的影响，需要良好的资源管理。公共部门组织提供的一些服务包括：；军队的国防、NHS的公共卫生、处理福利支付的直接服务提供机构、开具处方和国家保险号码、处理学生贷款、访问遗产、博物馆和画廊、为其他服务提供者制定框架，如教育标准规管、教师培训和社会住房、，促进海外商机、运输一体化、购买信息技术系统和专业服务等。
The challenge to the manager is the ability to coordinate and monitor the different service chains involved in the delivery of public services and also the difficulty in ensuring that resources are channelled appropriately to the provision of the most required service Bourn (2003 p.20) .
管理者面临的挑战是协调和监测公共服务提供中涉及的不同服务链的能力，以及确保将资源适当地用于提供最需要的服务的困难。
” Strategic thinking, planning and continuous are important in every organisation” Bloisi et al (2007). Strategic thinking means being able as a manager to device ways to balance both the human, technical and the limited resources of the organisation and the environmental forces Bloisi et al (2007). The public sector manager ha
