Private Management and Public Management

Private Management and Public Management

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Private Management and Public Management

The critical difference between private, for-profit organizations and public, nonprofit organizations primarily lies in objectives to their shareholders. On the one hand, private, for-profit firms mainly concentrate on the maximization of profits (De Wit & Meyer, 2015). Even though corporate responsibility may bind them, most of their efforts are limited towards profit generation to gratify their aims towards their shareholders. Alternately, public, non-profit firms essentially comprise public charities (De Wit & Meyer, 2015). As not-for-profits, these public institutions assume a core role in the social wellness of a state since their main objectives involve social maximization rather than the creation of financial gains.

One challenge associated with the implementation of private, for-profit management practices in reforming public, non-profit organizations involves the disparity in interests. More specifically, for-profit organizations concentrate on the gratification of private interests (Alford & Greve, 2017). As an outcome, management practices applied in these institutions may be complicated as far as the reformation of public non-profits is concerned. It is also imperative to note that public non-profits concentrate on satisfying public interests. As such, organizations such as charities and foundations are required to represent the respective interest and be incapable of receiving compensation as the organization’s employees.

A private management practice most applicable to public and non-profit organizations involves the implementation of knowledge collaboration frameworks. In this context, knowledge collaboration essentially involves technological structures that streamline the collection of information, work processes, and avail information (Austin & Seitanidi, 2012). Moreover, these technologies may be applied in the provision of project management tools that support camaraderie and cooperation. Public non-profits tend to lack personnel support and technological infrastructure that may be efficient in gratifying the organizations’ public interest. With these frameworks, these organizations will be capable of combating information silos as well as coordinate their services appropriately.


Alford, J., & Greve, C. (2017). Strategy in the public and private sectors: Similarities, differences, and changes. Administrative Sciences, 7(35), 1-17.

Austin, J. E., & Seitanidi, M. M. (2012). Collaborative value creation: A review of partnering between non-profits and businesses: Part I. Value creation spectrum and collaboration stages. Nonprofit & Voluntary Sector Quarterly, 41(5), 726-758.

De Wit, B., & Meyer, R. (2015). Strategy: Process, content, context. Boston, MA: Cengage Learning.

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