Abstract
The differences and similarities between public and private sector organizations and managers comprise a subject that has preoccupied scholars for a long time. However, despite the relatively long history of this subject, it is rather interesting that, to the best of our knowledge, there is no empirical study that thoroughly compares the managers of these sectors in terms of their rhetoric, which is accepted by many management scholars as one of the most important managerial skills. Thus, in this paper, a comparison is made within the Turkish context of the rhetoric used by public and private sector managers during the legitimization process of the management technique “Total Quality Management (TQM).” The data set includes a total of 647 text segments from 238 interviews with managers and articles written by 209 managers. After a rhetorical and statistical analysis, the findings of mixed methods research show that there is no statistically significant difference between the rhetorical legitimization of managers in these two sectors. DOI: 10.5901/mjss.2015.v6n1p165
Highlights
The differences and similarities between public and private sector managers and organizations have long preoccupied the literature agenda of “Management-Organization (MO)”, political and economic sciences (Boyne, 2002; Rainey et al, 1995; Rainey and Bozeman, 2000)
The first part is related to rhetorical analysis, in which 2 researchers experienced in rhetorical analysis tried to identify the text segments within the articles and interviews that included persuasion efforts about Total Quality Management (TQM)
Rhetorical themes are the main strategy used by text segments to legitimize a management technique or organizational form (Özen and Berkman, 2007)
Summary
The differences and similarities between public and private sector managers and organizations have long preoccupied the literature agenda of “Management-Organization (MO)”, political and economic sciences (Boyne, 2002; Rainey et al, 1995; Rainey and Bozeman, 2000). Despite the fact that communication, especially rhetoric, is accepted as one of the most important skills for managers (Jensen, 2010; Redman and Mathews, 1997) and as one of the activity to which managers allocate most of their time (Donaldson, 2006; Flory and Iglesias, 2010; Green, 2004; Kurke and Aldrich, 1983; Mintzberg, 1975), it is quite interesting that researchers have not placed more emphasis on this subject In this context, the main aim of this study was to determine whether there are any differences between the uses of rhetoric of public and private sector managers. Findings can contribute to the literature on public-private sector differences and similarities
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