欧文?E.休斯（Owen E. Hughes）
澳大利亚知名政治学家和公共行政学家，皇家墨尔本理工大学教授，主要研究领域为公共行政与公共管理、公共政策、澳大利亚政治等。在加入皇家墨尔本理工大学之前，休斯教授长期在澳大利亚莫纳什大学任教，曾担任该校管理系系主任，并被美国的科罗拉多大学、乔治城大学和我国的中国人民大学聘为客座教授。《公共管理导论》一书为其代表作，该书的出版确立了他在公共管理领域知名学者的地位。他还著有《澳大利亚政治》《政府间关系与公共政策》等，都颇具影响。
Public management as a field of studyIn addition to being an area of practice， public management is a field of academic discourse， as are public administration， public policy and other related disciplines. A longstanding problem is that there are several sub-groups with their own particular points of view. It is notable how little contact public administration， pub-lic policy and public management academics have with each other (Lynn， 1996; Kettl， 2002). Despite these approaches being innately related to each other and to politics and political science， there are often quite distinct academic followers of each approach， with their own conferences and journals. There are differing views on their relative primacy. Although explained more fully in later chapters， some discussion of terms is warranted here.
Public and private managementOne of the criticisms of managerial reform has been over its deriv-ing theories and techniques from the private sector. This criticism is neither novel nor significant. Historically， the private and public sec-tors have borrowed from each other; from the emulation of military models of bureaucracy by the private sector， to explicit copying by governments of the ways of organizing private railway companies in the nineteenth century. Still， there are several reasons why the two sectors are not alike and can never be so， as set out in Box 1.1.There are major differences between the private and the pub-lic sectors (see also Boyne， 2002). The question is whether these differences between them are， first， enough to need a specific form of management; and， second， to require the use of the traditional administrative model rather than any kind of managerial model. On the first point， it must be argued that the public sector is suf-ficiently different to need its own form of management. Allison (1982) also obser
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