by both public officials and constituents.
Internally, public sector MIS departments often confront more complex criteria for system development and performance accountability than do private sector MIS departments. Managers often have less authority over subordinates, less decision-making autonomy, exhibit greater reluctance to delegate, and a more political role. Public sector MIS departments often experience higher levels of manager and employee turnover than their private sector counterparts, and experience difficulties in devising incentives for individual performance (Caudle, et al, 1991). These are some of the issues and concepts that directly influence the actions and the priorities of public sector MIS departments, which nevertheless exhibit certain synergies with private sector MIS activities.
The General Roles of MIS, Private and Public
Some general MIS functions can be identified that are present in both the public and private sector organizations that employ such systems. Zwass (1992) has commented that management informat
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