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Strategic Management in the Public Sector: Concepts, Models, and Processes
Abstract
In response to growing demands for public accountability and improved performance, public management scholars and practitioners have been coalescing for quite some time around the theme of managing for results. This article argues that in organizations of any size and complexity, it is impossible to manage for results in the long or short run without a well-developed capacity for strategic management, defined as the integration of all other management processes to provide a coherent approach to establishing, attaining, monitoring, and updating an agency's strategic agenda. In part by presenting models and brief illustrations, this article seeks to raise awareness of the crucial importance of strategic management in government and to overview the critical concepts and components of strategic management in public agencies.
... The concepts of strategic planning and strategic management offer valuable frameworks for addressing these challenges by enhancing organizational focus, optimizing resource allocation, and strengthening implementation capacity (Bryson, 2018;Poister & Streib, 1999). However, these approaches must be contextually adapted to address the distinctive conditions and constraints of Botswana's public sector environment (Hope, 2001;Mothusi, 2008). ...
... Strategic management establishes coherent direction for organizational efforts, aligning activities and resources with mandated priorities and national development objectives (Poister & Streib, 1999). This alignment function is particularly vital in Botswana's governance context, where public organizations must respond to multiple stakeholder expectations while ...
... Strategic management enhances goal attainment by optimizing resource allocation and utilization in alignment with strategic priorities (Poister & Streib, 1999 The Namibian Ministry of Education provides an instructive regional example. Through its Education and Training Sector Improvement Programme (ETSIP), the Ministry implemented strategic management practices to optimize resource allocation across the education system (Republic of Namibia, 2018). ...
This paper examines the evolution and interplay of strategic planning and strategic management within Botswana's public sector over the past three decades. It highlights how these approaches have been central to Botswana's public sector reforms, contributing to its reputation for good governance and prudent public management amidst significant economic growth. The paper defines strategic planning as a disciplined effort to shape organizational direction in alignment with national development priorities, particularly within the framework of Botswana's National Development Planning (NDP) system. Strategic management is presented as a more recent development, focusing on the continuous operationalization of these plans through performance management systems, resource optimization, and adaptive mechanisms. The paper differentiates between these two concepts based on their temporal focus, process versus system orientation, and emphasis on formulation versus implementation. Drawing on concrete examples from Botswanan public organizations like the Ministry of Health and Wellness, Botswana Unified Revenue Service (BURS), Botswana Public Service College (BPSC), and Botswana Housing Corporation (BHC), as well as comparative cases from Southern Africa (SARS, Namibian Ministry of Education) and other African contexts (Rwanda Revenue Authority, Kenya's Huduma Centre, Tanzania Social Action Fund), the paper demonstrates how strategic management contributes to goal attainment through enhanced strategic alignment, evidence-based decision-making, resource optimization, stakeholder engagement, and adaptive capacity. Finally, it addresses persistent challenges such as limited capacity, fragmented institutional structures, and fluctuating mineral revenues, emphasizing the need for contextually adapted approaches to further enhance strategic practices in Botswana's public sector.
... Ideally, strategic planning contributes to higher levels of strategic management (George et al., 2019). Strategic management refers to using strategic plans to drive annual operations and employee work plans; having systems of monitoring and evaluation of progress; maintaining a culture of collaboration and inclusivity with staff; establishing systems of feedback and accountability that enhance organizational learning and continual improvement (Brandsma & Schillemans, 2013); and continually engaging external stakeholders and partners to establish and maintain positive relationships (e.g., Poister, 2010;Poister & Streib, 1999, 2005Stewart & Bailey, 1991). Strategic management is thus heavily influenced by various internal and external factors beyond the mere existence of a strategic plan and can also have strong impacts on working conditions and employee motivation (e.g., Poister, 2010;Poister & Streib, 1999, 2005Stewart & Bailey, 1991). ...
... Strategic management refers to using strategic plans to drive annual operations and employee work plans; having systems of monitoring and evaluation of progress; maintaining a culture of collaboration and inclusivity with staff; establishing systems of feedback and accountability that enhance organizational learning and continual improvement (Brandsma & Schillemans, 2013); and continually engaging external stakeholders and partners to establish and maintain positive relationships (e.g., Poister, 2010;Poister & Streib, 1999, 2005Stewart & Bailey, 1991). Strategic management is thus heavily influenced by various internal and external factors beyond the mere existence of a strategic plan and can also have strong impacts on working conditions and employee motivation (e.g., Poister, 2010;Poister & Streib, 1999, 2005Stewart & Bailey, 1991). ...
... Taken in full, the literature suggests that positive strategic management activities and positive workplace management conditions enhance employees' motivation and organizational commitment as well as ultimately improve organizational commitment (Chiat & Panatik, 2019;Hur, 2018;Lundberg et al., 2009;Poister, 2010;Poister & Streib, 1999, 2005Smerek & Peterson, 2007;Stewart & Bailey, 1991) (Figure 1). ...
Theoretically strategic planning improves management activities, employee motivations, and ultimately, organizational performance. Comprehensive interpretive planning, a form of strategic planning, also should theoretically assists organizations that provide interpretive services by identifying audiences, key stories, interpretive themes, and goals regarding visitor experiences. However, many in the field find both the process as well as products associated with strategic planning ineffective. This study sought to examine the influence of strategic planning on strategic management, and the influence of both on workplace conditions, employees’ organizational commitment, and organizational performance. We created an online questionnaire and administered it to all National Park Service (NPS) employees with Interpretation & Education responsibilities at any of the 424 NPS units in 2023. Results suggest that strategic plans are important both for employees’ commitment to the organization and for the organization’s overall performance. Results also suggest that strategic management activities, which include holding employee’s accountable for work tasks; regularly seeking to improve programs and services; collaborating with external stakeholders and partners; communicating clear job performance expectations and feedback; having clear goals and measuring performance toward these goals are also important for improving employees’ commitment to the organization and for overall performance. The implications for theory and practice are discussed.
... Strategic direction is a vision of the organisation's position in the future (Tipurić, 2022). For public sector entities, it is particularly important to align the organisation's activities with external stakeholders and available funding sources (Poister, Streib, 1999). ...
... Strategic 'architecture' is a key element in creating, formulating and evaluating strategy (Fuertes et al., 2020). It addresses internal factors relevant to its success, integrating all the main activities in order to achieve the organisation's strategic agenda, focusing on long -term viability and effectiveness (Poister, Streib, 1999). Table 1. ...
... planning context 3. diagnosis 4. implementation indicators for strategic and operational objectives 5. model of the functional and spatial structure of the voivodeship 6. areas of strategic intervention 7. voivodeship activity areas (Arterton, 2023;Ustawa, 2022) III. strategic direction 8. vision for the development of the region 9. stakeholders (Tipurić, 2022;Ustawa, 2022) IV. strategic architecture 10. environmental impact assessment 11. strategy implementation system 12. funding (Fuertes et al., 2020;Poister, Streib, 1999;Ustawa, 2022) Source: own elaboration ...
A new concept charting a new direction for regional socio -economic development in the early 2020s is the circular economy (CE). The novelty means that there is no empirically verified methodology for implementation, and therefore, the extent and scope of incorporating CE into regional declarations and actions will vary. For regions, structured activities should follow the adopted development strategy. Therefore, based on an analysis of the invocation of the CE concept in elements of the strategic management model, included in the regional development strategy (2018–2021), it is possible to determine the degree of its structuring. For this purpose, content analysis and correlation analysis were used. The study aims to explain differences in the institutionalisation of CE in voivodeship development strategies in Poland. The article hypothesises that a high level of CE structuring is correlated with its definition in the strategy and also the state of the environment in the region, and explains the variation in CE institutionalisation using adaptive governance theory. We conclude, based on the results, that regions with higher environmental pollution use CE in more detail in regional development strategies.
... Observe how the organization sets the provision of quality educational services as its goal and how it determines activity plans and allocates resources to achieve this goal. The choice of this perspective takes into account what Poister & Streib (1999) call the tendency of problems which generally involve external factors of service quality. Thus, the use of a theoretical perspective on organizational strategy, apart from being able to be used as a thinking instrument for assessing organizational capabilities, can also be used to identify the organization's translation of its environment, namely, the expectations of educational service users (Nutt & Backoff, 1992;Anthony & Young, 1988;Faguet & Sanches, 2008). ...
... Strategic management integrates all other management processes to provide a systematic, coherent and effective approach to establishing, achieving, monitoring and updating an organization's strategic objectives. Strategic management is integrated with the actions of: 1) focusing the attention of all functional divisions and all levels of the organization on common goals; 2) internal management processes tie program creation to desired outcomes in the external environment; and 3) linking organizational operations in decision making to strategic long-term goals (Poister & Streib, 1999). ...
... Likewise, the need for recovery of teacher quality problems must go through a series of collaborations with development training organizers. This condition is very impractical even though efforts have been made to focus attention on all functional divisions and all levels of the organization to improve service quality (Poister & Streib, 1999). The background of this problem is what causes the condition to persist for a long time without providing certainty to the community (Communications and understanding the Customers). ...
The implementation of policy measures aimed at granting educational autonomy to schools, so granting them substantial managerial authority, has not effectively resolved the issue at hand. School-based administration only focuses on substantive education service matters, whereas the Ministry of Education and Culture oversees public schools and the Ministry of Religion oversees religious schools. This study employs a strategic management methodology to reveal diverse perspectives on these matters inside the organization's strategic operations. Interviews conducted with 30 high-ranking officials from the two technical organizations responsible for overseeing regional education services in the province indicated that there was still a significant disparity of around 50% between the desired number of teachers in the regions and the actual number of teachers already employed. Interviews conducted with 60 school principals in various regions have revealed a significant scarcity of teachers and a prevalence of instructors with subpar qualifications. Observations and document analysis confirm the existence of objective reality, identify obstacles, and offer data for developing initiatives to enhance service quality. This study presents a problem-solving framework known as the "Four strategic approaches" to enhance the quality of educational public services. This strategy model focuses on two service components that provide challenges: (1) the provision of comprehensive educational services by school institutions, and (2) the administration of education services by the regional Ministry of Education and Culture and Ministry of Religion. The text examines the primary stakeholders in secondary education services and presents four strategies to mitigate both direct and indirect risks and provide solutions.
... Even though the concept and practice of SM have their roots in military organizations, other organizations, such as businesses, public institutions, and nonprofits, including higher education institutions (HEIs), also adopt strategic management principles (Keller, 1983;Poister & Streib, 1999;Rowley et al., 1997;Siegel & Leih, 2018). SM is important and applicable to any organization but requires context-specific analysis. ...
... During the mid-90s, there was a debate about whether strategic plans and strategic management were interchangeable. However, scholars have argued that they are distinct concepts, with SM being broader in scope than SP (Bryson, 2018;Middlewood & Lumby, 1998;Poister & Streib, 1999;Tabatoni et al., 2000). Poister also claimed that "strategic planning is concerned with formulating strategy'' (Poister, 2010, p.s247), which is just one element of SM. ...
This paper explores public university leaders' conceptual understanding of strategic management and its benefits as a tool to make strategic choices and decisions to gain competitive advantages toward pursuing excellence. The qualitative case study method was employed with an interpretive approach. The study examined the perspectives of eleven top-level leaders from three public universities, involving three presidents and eight vice presidents. The findings revealed that public university leaders conceptualize strategic management through the lens of different strategic management facets. They tended to emphasize specific fundamentals of strategic management, such as strategic planning, strategic leadership, transformational leadership, and total quality management. As a result, their understanding of strategic management is conceptually incomplete and practically limited. Moreover, the meaning they ascribe to strategic management is very narrow in scope and lacks consistency. Thus, an ambiguity of concepts may mislead to set an unrealistic vision and be accompanied by designing irrelevant strategies, which may affect institutional sustainability. Besides, strategic management initiatives benefited leaders in setting goals, enhancing program expansion, conducting performance evaluation, introducing internationalization, mobilizing resources, and building leadership ability. The paper concludes with implications for higher education policy and recommendations for further research.
... A estratégia é entendida como um caminho adequado a ser seguido por uma organização para que esta possa alcançar seus objetivos. Ela consiste em um processo integrador das atividades e funções de uma organização, orientando e fortalecendo a sua efetividade no longo prazo (Poister & Streib, 1999). ...
... Há, nesse sentido, a influência da composição das equipes que tomarão as decisões; o contexto em que elas serão tomadas; a propensão ao risco dos decisores; o tempo disponível deles; o acesso a informações no momento em que são solicitadas; e as habilidades e competências dos usuários da ferramenta, entre outras. Não obstante, o pensamento estratégico mostra-se fundamental às empresas, em especial na administração pública (Poister & Streib, 1999), sendo as ferramentas o seu principal meio de execução. ...
Resumo Dada a necessidade de se compreender mais detalhadamente como as ferramentas da administração estratégica (FAE) contribuem para a tomada de decisão no contexto da administração pública, este artigo tem o objetivo de avaliar o uso das FAE e sua influência na tomada de decisão em um grupo de empresas estatais. O estudo foi realizado com três empresas selecionadas por acessibilidade. Uma análise do conteúdo das entrevistas com os gestores de cada empresa foi realizada, obtendo-se os seguintes resultados: decisões de longo prazo foram associadas, principalmente, àquelas necessárias ao cumprimento do planejamento estratégico, porém, pouca ênfase foi dada às decisões que envolvessem risco ou incerteza; o uso das FAE com foco no cumprimento de exigências legais tendia a minar a conscientização e o preparo dos usuários. Tais fatores, assim como a necessidade de acomodar alterações de natureza política às ferramentas, restringem os benefícios plenos do uso das FAE nas empresas estatais e sua capacidade de lidar com a complexidade do ambiente estratégico. O estudo contribui para maior compreensão dos aspectos específicos do uso de FAE, bem como seus benefícios e limitações em organizações públicas, particularmente, empresas estatais.
... Strategy is understood as an adequate path to be followed by an organization so that it can achieve its objectives. It consists of an integrative process of the activities and functions of an organization, guiding and strengthening its effectiveness in the long term (Poister & Streib, 1999). ...
... In this sense, there is the influence of the composition of the teams that will make the decisions; the context in which they will be made; the risk propensity of the decision makers; their available time; access to information at the time they are requested; and the skills and competencies of the users of the tool, among others. Nevertheless, strategic thinking is instrumental for companies, especially in public administration (Poister & Streib, 1999), with tools being their main means of execution. ...
Given the need to understand in more detail how strategic management tools (SMT) contribute to decision-making in the context of public management, this article aims to evaluate the use of SMTs and its influence on decision-making in a group of state-owned companies. The study was conducted with three companies selected by means of accessibility. A content analysis of transcripts from the interviews with managers of each company was performed, leading to the following results: long-term decisions were mainly associated with those necessary to comply with strategic planning, but little emphasis was placed on decisions involving risk or uncertainty; the use of SMTs with a focus on complying with legal requirements undermines the awareness and training of users. Such factors, as well as the need to accommodate changes of a political nature to the tools, undermine the full benefits of SMTs in state-owned companies and their ability to deal with the complexity of the strategic environment. The study contributes to a broader comprehension of specific aspects of the use of SMTs, as well as their benefits and limitations in public organizations, particularly, state-owned enterprises.
... Defined as the "all-encompassing process of developing and managing a strategic agenda" (Poister & Streib, 2005, p. 46), strategic management emerged in the public sector as governments recognized that organizational structures and resources must also be tied to executing strategy in order to meet the simultaneous demands for democratic accountability; fiscal conservatism; and professional attention to leadership, improved performance, and customer service (Mintzberg, 1994;Vinzant & Vinzant, 1996;Bryson, 2003). Scholars have largely viewed strategic management from an organizational perspective; either in its stance toward its environment (e.g., prospecting, defending, reacting) (Miles & Snow, 1978); alignment of systems with strategy (Poister & Streib, 1999); or learning to improve a set of emergent and iterative practices (Bryson et al., 2010). ...
... Strategic choice scholars in the past 20 years have primarily relied upon the Miles and Snow typology for empirical study, which implicitly uses a contingency framework at the organizational level (Walker, 2013). Those relying upon the Quinn and Rohrbaugh (1983) competing values model have valued a fit between organizational systems and strategy, creating a myriad of systematic combinations that best align with strategic content (Poister and Streib, 1999;2005). More recently, practice theorists have emphasized the strategic management process, its actors, and their relations. ...
Prior to implementation of strategic initiatives, US municipalities must decide to either designate implementation funding or ask the implementing agency to do so within its existing resources. Although limited empirical evidence indicates that designating implementation funds universally improves implementation outcomes, strategic management scholars and practitioners have increasingly endorsed contingent approaches adapted to varying environmental, organizational, and project characteristics. This conflict within theory and practice requires further examination to discern whether designated implementation funding can be considered a universal best practice or effective only in particular contexts. By surveying municipal leaders from 43 U.S. municipalities about the adequacy of implementation funding regarding 207 of their strategic initiatives, this study finds that designating implementation funds is crucial to the success of all strategic initiatives and therefore should not be applied in a contingent manner; posing a formidable challenge to contingent theories of strategic implementation and existing practices of municipal strategic management.
... For these authors, an on-the-spot follow-up of the services would be less frequent as these become more difficult to measure. On the other hand, a loose follow-up in difficult conditions for measurement is a recipe for failure (Poister & Streib, 1999), and therefore, local governments resort to internal management instead of to an adequate follow-up system via external contracts. ...
... The first of these is called "Technical resources", the second is "Human resources" while the third is "Financial resources" (see Table 2). Poister and Streib (1999), a reliable follow-up of the conditions of measuring how a service is provided may be a decisive factor in the increase of certain means of providing local public services such as mixed management, for example. Likewise, Warner and Hefetz (2008) proceeded to the construction of a follow-up index for municipal services which we adapted and contextualized. ...
Purpose – The aim of this article is to specify the determining factors behind the decision to adopt either an internal or external means of the household waste management service in Moroccan local authorities (LAs), particularly in the “communes”.
Research methodology – The methodology applied is quantitative, based on a questionnaire addressed by e-mail to 115 “Communes”. The SPSS 25 software was used to analyze the result of the logistic regression.
Results – Our findings show that socio-territorial factors do not have a significant influence upon the choice of a local waste management service delivery mode, while organizational and institutional factors, particularly financial resources, do influence this choice. Local authorities with better financial resources tend to rely less on in-house solid waste management services.
Research limitations – Methodological limitations such as sample size and a lack of reliable data on public service delivery, may be overcome in an exploratory study by using a qualitative method (interviews, case studies).
Practical implications – Our study sheds light on the factors explaining the development of public service management methods as well as testing proposals favoring the effective use of management techniques in the local context.
Originality/Value – The originality of our study lies in its quantitative investigation of waste management service delivery mode in Moroccan local authorities emphasizing the role of financial resources and distinguishing itself from previous research by finding that socio-territorial factors do not significantly affect this choice.
... Miller i in., 2013;Sharma i in., 1997) i instytucjach publicznych oraz organizacjach non profit (np. Poister, Streib, 1999;Bryson, 2004). Zarządzanie strategiczne wraz z jego centralnym elementem, jakim jest strategia, może wspierać rozwój każdej organizacji dążącej do osiągnięcia długoterminowych celów w warunkach niepewności otoczenia. ...
Celem tego rozdziału jest dokonanie przeglądu – w układzie chronologicznym – koncepcji zarządzania strategicznego, które mają walory aplikacyjne w zarządzaniu organizacjami. Jak w większości dyscyplin, tak i w zarządzaniu strategicznym spotykamy różnorodność idei i metod, których w tym przypadku nierzadko jedynym wspólnym mianownikiem jest cel w postaci osiągnięcia przewagi konkurencyjnej i wartości dodanej wynikającej z zastosowanej strategii korporacji. Rozdział składa się z trzech zasadniczych części. W pierwszej przed- stawiono rozwój i zakres współczesnego zarządzania strategicznego. Zaznaczono przy tym, że wraz z nieciągłością zmian w otoczeniu oraz w warunkach rosnącej niepewności istotnym obecnie elementem zarządzania strategicznego jest zarządzanie ryzykiem strategicznym, które wiąże się z groźbą nieosiągnięcia zaplanowanych celów strategicznych. W kolejnej części omówiono najistotniejsze koncepcje z zakresu strategii konkurowania i metod osiągania renty ekonomicznej. W części ostatniej wskazano cele i kierunki rozwoju strategii korporacji. W pracy dążono do podkreślenia możliwości aplikacyjnych po- szczególnych koncepcji w zarządzaniu organizacjami, uwzględniono też mocne strony i słabości poszczególnych podejść. W podsumowaniu rozdziału przedstawiono najważniejsze wyzwania, jakie stoją dzisiaj przed rozwojem zarządzania strategicznego.
... Management is mainly interested in the organization from an instrumental point of view (Hanisch and Wald 2011). Tactical level comprises plans and steps that enable the organization to achieve long-term objectives by choosing from the possible paths and resources (Poister and Streib 1999). It is a professional level that includes planners who can translate the decisions made at the strategic level to appropriate feasible targets at the operational level. ...
... The planning is largely dependent on top management. In order to build commitment, the planning focuses on critical issues, actions and implementation (Poister & Streib 1999). Therefore, strategic planning is intertwined with strategic management. ...
... Subsequent studies Streib, 1999) aim of this book Effective public management in the era of results-based management requires public authorities to develop strategic management skills, centralized management processes that integrate all functions and important activities and direct them to drive the strategic agenda of the organization. Effective strategic leadership is required to maintain or strengthen alignment between the organization and external stakeholders and deliver results in a clear mission and scope for managing mandates, values and vision. ...
The purpose of this study is to provide views and help prove the results of scientific articles by reviewing and providing perceptions from the author, The research method used is qualitative, by looking for library sources related to those used in this scientific article from reputable journals, google scholar, and others. The use of metric tables to help describe scientific articles that according to researchers are findings, the results of this study want to prove that there are references to concepts, implementations, and indicators that have not been proven directly by references to scientific articles or books, only from one article from (Ivančić, 2013) where the results of the research are The literature on strategy implementation and linking a number of critical points are important for reducing strategy implementation errors and improving organizational effectiveness, but all of that must be substantiated by follow-up research by other researchers. Researchers in the future, can sharpen and provide results in strategic management, especially with indicators specifically for both research and books.
... Strategic management processes are implemented in the private and public sectors. In recent years, the interest in strategic management and planning has been focused on the public sector (Poister & Streib 1999;2005: 46). This process applies to both public and private institutions. ...
This paper explores stakeholder engagement in the strategic management process for service delivery in government. The main objective is to determine the factors influencing insufficient stakeholder engagement of strategic management processes for service delivery by a government department. The four moments of translation concept of Actor Network Theory (ANT) was utilised as a theoretical framework to understand and explain the interplay between the initiator of the network of service delivery and other actors in the network in aligning diverse interests to achieve service delivery goals. The assumption was that the phenomenon was ontologically subjective and that it was appropriate, epistemologically, to adopt an interpretive paradigm as the leading research philosophy, using a mixed approach of qualitative and quantitative elements wherein quantitative data was used to test the reliability of the qualitative data. Using the Western Cape Education Department (WCED) as a case study, a sample of 26 participants included 11 managers of WCED and 15 Khayelitsha Education Forum (KEF) members representing the community, school governing bodies and school principals and educators of 64 schools around Khayelitsha township. The study revealed that stakeholder engagement could address non-service delivery during service delivery strategy formulation and implementation. The findings suggest that a network of aligned interests should be established for continuous engagement in implementing strategic plans and service delivery in line with the mandate of Government departments and entities. The results imply intense arrangements and relationship building between government departments and citizens are needed to improve stakeholder relationships and alignment of service delivery expectations to reduce service delivery challenges.
... Scholars like Nutt and Backoff (1993), Poister and Streib (1999), Koppenjan (2012), Johnsen (2015), Joyce (2015), George and Desmidt (2016), , Wauters (2017), Ijewereme (2018), and Liddle (2018) have paid attention to strategic management in the public sector; strategic management and public service performance, strategic planning and civil service, governance, public service effectiveness, the NPM, and NPG. However, most of the earlier studies on strategic management and public sector were conducted in western countries with little or no emphasis on the public service sector in The Gambia. ...
The study investigated strategic management and planning practices for public service delivery (PSD) in public service organisations (PSOs) in The Gambia. The study adopted “qualitative research design”, through the conduct of in-depth interviews with senior public servants and beneficiaries of the selected PSOs, with a sample size of 20 using purposive sampling technique. The findings from interviews conducted with senior public servants and beneficiaries of PSOs showed that strategic plans of PSOs were formulated, implemented and evaluated in consultation with both internal and external stakeholders to accommodate divergent views and interests of influential groups and individuals in the study area. Also, the study established that PSOs reviewed and effected slight changes to their strategic plans to keep abreast with the environment during the implementation process. The paper concluded that strategic management has shaped PSD in PSOs; strategic plans implementation impacted on PSD; and that strategic plans implementation helped in achieving the goals and objectives of PSOs in PSD in the study area.
... There is a view that they play a prominent role in the public service in ensuring good governance. This acknowledges that these are pillars of strategic planning (Darbi, 2012;Poister & Streib, 1999). A concern is that the majority of mission and vision statements' readability is poor. ...
Mkateko V Mabunda and Kabelo B Moeti
Tshwane University of Technology
Bhekabantu A Ntshangase
Mangosuthu University of Technology
Abstract
This article assesses the current municipal
re-demarcation process in local government,
focusing on the Malamulele area, which was
previously under Thulamela Municipality.
The challenges posed in Collis Chabane
Local Municipal (CCLM), established in 2016,
are evaluated. It is noted that the existing
boundaries of Malamulele and Vuwani areas
were demarcated in such a way that the
division failed to cater to the needs of the
surrounding communities and to follow
complex social boundaries. Limited research
has been conducted on this subject in the
CCLM.
This study aims to assess the procedure
followed during the re-demarcation process
in the Malamulele area. An exploratory
case study research design was used while
adopting a qualitative research approach.
Key informant interviews (KIIs), applying
face-to-face interviews (FFIs), and using a
semi-structured technique for data collection
were carried out with 30 participants.
This was coupled with document analysis,
reviewing the related policies, regulations,
and legislation.
The findings of this study reveal that the
CCLM currently experiences many challenges
concerning municipal services and other
community needs. It is deemed important
that municipal areas' boundaries be revised
to address the gaps and challenges faced by
the communities within the existing borders of
the municipalities and to establish communities
that fall under the largest municipalities
and qualify for a standalone municipality in
accordance with the South African Municipal
Demarcation Board's requirements (MDB).
This article recommends that understanding
aspects of the re-demarcation process
requires more knowledge of the processes
used when demarcating municipal boundaries,
the reasons for demanding a standalone
municipality, and that criteria to be followed
by the Malamulele and Vuwani residents
should also be clearly stated and addressed.
Keywords: Assessment, local municipality,
Malamulele communities, municipality re-demarcation,
Vuwani.
... Ini bermakna perancangan strategik dapat memandu organisasi mengenal pasti apa strategi yang perlu dilaksanakan, cara pelaksanaan dan tujuan pelaksanaan (Bryson et al., 2009). Selain itu, perancangan strategik dapat memacu organisasi mencapai matlamat organisasi dalam jangka masa yang ditetapkan (Wolf & Floyd, 2017), mengetahui kedudukan semasa (Wanjiku et al., 2018), membuat ramalan keupayaan organisasi terhadap perubahan persekitaran (Leon-Soriano et al., 2010), mengurus isu kritikal (Poister & Streib, 1999) dan mengatur sumber organisasi (Ilic, 2013). ...
Kajian ini bertujuan untuk mengkaji pengaruh perancangan strategik terhadap prestasi pelajar di samping mengenal pasti hubungan antara kedua-dua pemboleh ubah tersebut. Kaedah kuantitatif digunakan dalam kajian ini dengan mengedarkan soal selidik kepada sampel kajian yang terdiri daripada pengetua sekolah menengah kebangsaan di negeri Sarawak. Kandungan soal selidik telah disahkan oleh tiga orang pakar yang berpengalaman dalam bidang pengurusan sekolah. Sebanyak 130 maklum balas responden kajian dianalisis dengan menggunakan SPSS versi 26.0. Analisis korelasi Pearson menunjukkan perancangan strategik mempunyai hubungan positif yang signifikan dengan prestasi pelajar (r=0.515, p=0.000). Setiap proses dalam perancangan strategik juga berkorelasi secara positif dengan prestasi pelajar pada tahap kekuatan yang berbeza. Analisis regresi berganda melaporkan perancangan strategik mempengaruhi prestasi pelajar sebanyak 35.2%. Dapatan kajian menunjukkan perancangan strategik mempunyai pengaruh yang signifikan terhadap prestasi pelajar sekolah menengah kebangsaan di negeri Sarawak.
This study examines the relationship between strategic management (SM) practices and performance in public sector innovation, focusing on Public Procurement of Innovation (PPI) as a policy mechanism to address societal challenges. Analyzing data from 185 PPI projects in Italy using Structural Equation Modelling, the findings show that strategic goal setting enhances performance outcomes, including local economic growth, community benefits, innovation promotion, and intellectual capital creation. Intra-agency collaboration facilitates the use of innovation policy instruments but does not directly improve performance. In contrast, instrument utilization positively affects strategic outcomes and mediates the link between goal setting and performance. This study contributes to procurement, innovation policy, and SM literature by demonstrating how procurement can drive innovation and societal impact. It provides actionable insights for managers and policymakers to strengthen PPI effectiveness through clear goal setting, internal collaboration, and targeted policy instruments.
Scholars have long established the connections between strategic plans and service delivery and how lack of dedicated plans to clinically bypass the attendant complexities and intricacies tends to undermine the efficacy of the implementation process. Most research on the crucial antidote against bad governance, which is often attributed to arbitrary policy making, dearth of accountable leadership and uninformed decisions have been conducted in the developed climes where public service delivery are comparatively better served. Research about strategic plans in Africa, where most public institutions grope in the dark for lack of strategic torchlights to navigate the bumpy road to delivering public goods at a challenging time when citizens are becoming more demanding of governance dividends, is commensurably low. The paper, therefore, analysed the challenges to strategic plans implementation in achieving the objectives of public service organisations (PSOs) in The Gambia. Cross-sectional data about institutional challenges to adopted strategic plans were collected from relevant authorities and key informants, and descriptively analysed. The study revealed a range of challenges confronting implementation of strategic plans by PSOs in the country, namely, poor public service emoluments resulting in low staff morale and systemic corruption (RII = 3.90), political interference (RII = 3.88), inadequate facilities (RII = 3.86), lack of top management commitment (RII = 3.81), lack of political will (RII = 3.81), inadequate strategic management professionals and expertise (RII = 3.67), and insufficient budgetary allocations (RII = 3.66). Added to this, negative employee behaviour and attitude, negative and unfavourable internal and external environmental changes and conditions, and corruption and mismanagement of funds among others were the challenges that confronted PSOs during strategic plans implementation. The research validates strategic plan as a good governance tool for public service delivery in The Gambia.
Strategic program management (SPM) is an approach for advancing the aspirations of programs and their impact. While programs are omnipresent in government, concerns exist that they are not always strategically managed. Studies that examine SPM are lacking. This study defines and conceptualizes SPM, examines it in two national governments (Brazil and Indonesia), and focuses on felt performance accountability as a driver of SPM use. SPM use is highly uneven, and despite concerns about the effectiveness of performance accountability in the public sector, a key finding is that program managers' felt performance accountability is associated with increased SPM use by program officials. Managers' performance accountability also increases political appointees' support for programs and decreases their interference with program priorities. These findings are important because they provide a means for program officials, typically civil servants, to strengthen the strategic direction of public programs. Recommendations are made for strengthening the performance accountability of managers.
Araştırmada belediyelerin stratejik planlarının incelenmesi yoluyla planlarda tespit edilen eksiklik ve aksaklıklara yönelik çözüm önerileri sunulması amaçlanmaktadır. Bu kapsamda uyulması gereken mevzuat olan “Belediyeler İçin Stratejik Planlama Rehberi, 2019 (Rehber)” baz alınarak belediyelerin stratejik planlarının rehbere uygunluğu araştırılmıştır. İncelenen stratejik planların rehbere uygunluğunun belirlenmesinde çalışmaya özgü bir bilgisayar yazılımı geliştirilerek belediyelerin stratejik planları rehber ile uyum oranlarına göre sıralanmıştır. Bilgisayar yazılımı ile tespit edilen uyum oranlarının gerçeği ne kadar yansıttığının teyidi adına stratejik plan hazırlayan personelin stratejik planlama deneyimleri araştırılmıştır. Bilgisayar yazılımında analiz edilen dokümanların incelemesi ve görüşme yoluyla elde edilen veriler arasındaki benzerliklerle farklılıklar ortaya konmuştur. Çalışma nitel araştırma yöntemiyle tasarlanmış, doküman incelemesinde içerik analizi kullanılmış, görüşmelerde ise fenomenoloji deseni uygulanmıştır. Planlama zorunluluğu bulunan 334 belediyenin 333’ünün stratejik planlarına ulaşılarak toplamda 35.909 sayfa incelenmiş, uyum oranlarına göre sıralama yapılarak stratejik planları hazırlayan belediye personeline yönelik yarı yapılandırılmış görüşme soruları oluşturulmuştur. Kartopu örnekleme yöntemi kullanılarak ulaşılan 16 gönüllü stratejik planlama uzman personeli ve uzman 2 bürokratla görüşme sağlanmıştır. Yapılan görüşmelerden elde edilen verilerin analizlerle paralel olduğu görülmüştür. Bununla birlikte bazı ifadelerin stratejik planda yer almasına rağmen uygulamada gerçeği yansıtmadığı sonucuna varılmıştır. Planların daha çok izleme ve değerlendirme bölümüyle hazırlık süreci bölümlerinin eksik olduğu saptanmıştır. Çalışma, sürece katkı sağlayacak önerilerle sonlanmıştır.
Strategic Maqashid Management Framework (SMMF) is a comprehensive model designed to integrate Maqashid principles with established strategic management theories. This study is library research. This framework encompassed key components, derived from the exploration of key Maqashid principles by Ibn Asyur, including Al Rawaj, Al Wuduh, Al Hifz, Al Tsabat, and Al Adl. This framework also integrated SWOT Analysis and VRIO as established strategic management. This paper proposed the applicability of the mentioned theories in the context of Maqashid-based strategic management, such as Circulation Excellence Alignment (CEA), Circulation Resource Optimization (CRO), Transparency Enhancement Strategy (TES), Transparent Resource Advantage (TRA), Preservation Value Maximization (PVM), Sustainable Preservation Edge (SPE), Legal and Ethical Strategic Alignment (LESA), Legitimacy Resource Integration (LRI), Justice Enhancement Initiative (JEI), and Equitable Advantage Framework (EAF). SMMF is anticipated to play a substantial role in assisting organizations in attaining a harmonious sustainability by integrating economic objectives with the preservation of ethical and Sharia principles. This research significantly advances the comprehension and enhances the implementation of Maqashid in the realm of strategic management.
Stratejik yönetim anlayışı kamu yönetiminde son yıllarda ivme kazanan konulardan birisidir. Özellikle de kamu yönetiminde yeni yönetim anlayışının bir gereği olarak özel sektörde kullanılan yönetim tekniklerinin kamu yönetiminde uygulanması konusu yirminci yüzyıldaki önemli paradigmalar arasında yer almıştır. Stratejik yönetim anlayışının uygulanmasındaki önemli hususlardan birisi de stratejik planlama kavramıdır. Türkiye’de stratejik yönetim anlayışının yerleşmesi için 2003 yılından sonra bütün kurumlarda adımlar atılmıştır. Bu adımlardan birisi de yerel yönetimlerde stratejik yönetim anlayışının benimsetilmesi amacıyla belediyelerde stratejik plan hazırlama yükümlülüğünün getirilmesidir. Stratejik plan hazırlayan kurumların tehditler ve fırsatları ile zayıf ve güçlü yanları tespit ederek geleceğe karşı planların hazırlanmasında önemli olmaktadır. Çalışmada Doğu Anadolu Bölgesi’ndeki büyükşehir belediyelerindeki stratejik yönetim anlayışı karşılaştırmalı olarak incelenmiştir. Araştırmada büyükşehir belediyelerinde ulusal ve uluslararası literatürde kullanılan kavramlara uygun olarak stratejik planlar hazırlanmakta mıdır? sorusuna cevap aranmıştır. Bu kapsamda ulusal ve uluslararası literatürden yararlanılarak anahtar kelimeler belirlenmiştir. Anahtar kelimelerin büyükşehir belediyelerinin stratejik planlarındaki işlevselliği ortaya konulmaya çalışılmıştır. Çalışmada nitel araştırma yöntemlerinden içerik analizi yöntemi kullanılmıştır. Çalışmada üç büyükşehir belediyesinin bazı kavramlara benzer yoğunlukta kullandıkları, birbirine yakın anlam yükledikleri; özellikle güncel yönetim yaklaşımları olarak kabul edilen bazı kavramlara hiç yer vermedikleri tespit edilmiştir. Üç büyükşehir belediyesinde stratejik yönetim yaklaşımında istenilen seviyeyi yakalayabilmeleri için güncel yaklaşımlara gereken önemi vermeleri gerektiği düşünülmektedir.
The Internet has become an important way for individuals, private companies, and governments to get information, to communicate, and to do business. Research shows that local governments have been slow to respond to these developments. In this article we examine the ability of local governments to implement the changes needed to become cyber-governments. We develop a model that examines the strengths and weaknesses that need to be considered before embarking on E-governance reforms. We also examine the hurdles that local governments will need to cross in order to achieve success.
Strategic management literature supposes that strategic planning and implementation processes can improve public administrations performance. However, there is little empirical evidence about this linkage and it could prevail a bureaucratic approach in strategic planning. Therefore, using one of the strategic management levers (the quality of performance measurement systems), the paper examined whether strategic planning and implementation processes of public universities actually improve organizational performance levels.
At first, the performance measurement systems of n. 29 Italian public universities were analyzed from 2011 to 2014.
By way of statistical methodologies (multiple regression analysis) it was examined the impact (through outcome indicators) of performance measurement systems on public universities performance.
The results show a little improvement in the quality of performance measurement systems of public universities in the period considered and a positive impact of strategic management on public universities results.
Констатовано, що у системі державного управління, як і в системі менеджменту організацій, прийнято виділяти стратегічний та тактичний рівні. У цьому аспекті, саме стратегічний рівень є, на думку переважної більшості вчених та урядовців, визначальним, адже саме він задає рамки та спрямованість дій на рівні тактичного аспекту. І якщо тактичні помилки досить легко усунути, то помилки стратегічні можуть мати фатальні наслідки, а більш інституційні утворення – держави чи регіони, можуть опинитися у величезній кризі, вихід із якої може вимагати надзвичайно великих ресурсів. Зроблено висновок, що політика національної безпеки має бути спрямована на забезпечення геополітичних інтересів, незалежності, політичної стабільності, прогресивного соціально-економічного розвитку. При цьому у сфері внутрішньої політики головною передумовою досягнення захищеності національних інтересів має бути об’єднання нації для вирішення духовних, культурних та матеріальних завдань на ґрунті загальної стабільності та згоди в державі, ненасильницького вирішення внутрішніх суспільних конфліктів, а у зовнішній – планування та здійснення зовнішньополітичних акцій під кутом зору забезпечення національних інтересів В цілому ж при розробці та реалізації політики державного управління національною безпекою головна увага має бути зосереджена на стратегічному плануванні, яке має характеризуватись жорстким прагматизмом та точним розрахунком у напрямі реалізації національних інтересів, насамперед тих, що визначають пріоритети державного будівництва. Аргументовано показано, що наукове обґрунтування та супровід зазначеної політики має бути у центрі постійної уваги вітчизняних учених, адже проблема забезпечення національної безпеки є багатоплановою та комплексною, у рішеннях, що приймаються в даному напрямку, слід враховувати: наслідки їх реалізації як сьогодні, так і в майбутньому; взаємодію із вже ухваленими рішеннями, так і з тими, які мають бути ухвалені найближчим часом; готовність суспільства до сприйняття та підтримки рішень, що приймаються і, безумовно, можливості їх реального ресурсного забезпечення.
Stratejik yönetim, örgütlerin önceden belirledikleri hedeflere erişebilmeleri, orta ve uzun vadeli planlar yapma ve gelecekteki muhtemel gelişmeleri öngörerek hareket etmeleri bakımından oldukça önemlidir. Bu bağlamda kamu örgütleri tarafından stratejik yönetim anlayışının, örgüt kültürüne ve yönetim anlayışına ne derece etkide bulunduğunun incelenmesi gereken önemli bir konu olarak karşımıza çıkmaktadır. Dolayısıyla bu çalışmada konuya ilişkin olarak stratejik yönetimle ilgili kavramlar teorik açıdan ele alınarak, bazı büyükşehir belediyelerinin stratejik yönetime ilişkin dokümanlarında bu kavramlara ne ölçüde yer verilip verilmediği ile stratejik yönetim kültürünün ne derecede benimsendiği açıklanmaya çalışılacaktır. Çalışma kapsamında bir istatistiki bölge birimi olan TR32 bölgesindeki Aydın, Denizli ve Muğla büyükşehir belediyelerinin 2020-2024 stratejik planları ve her yıl sonu düzenlenen faaliyet raporları ele alınmış ve stratejik yönetim kültürü açısından analiz edilmiştir. Ancak söz konusu planlar döneminin ilgili büyükşehir belediyelerinin 2020 ve 2021 yıllarında yayınlanmış olan faaliyet raporlarıyla çalışma sınırlandırılmıştır. Bu doküman incelemesinden önce çalışmada ilgili teorik bilgiye değinme ve literatür taraması yapılmıştır. Ardından nitel veri yöntemi olan içerik analizi kullanılarak stratejik yönetimle ilgili belirlenen kavramların bu dokümanlarda kullanım düzeyleri ortaya konulmaya çalışılmıştır. Ayrıca her bir büyükşehir belediyesinin ayrı ayrı incelenmesi sonrası elde edilen bulgular doğrultusunda belediyelerin karşılaştırılmasına yer verilerek değerlendirme yapılmıştır. Bu incelemeler sonucunda ilgili büyükşehir belediyelerinde stratejik yönetim yaklaşımının güçlendirilmesi gerektiği sonucuna ulaşılmıştır.
The objective of the article is to discuss strategic plan implementation challenges and performance of Malawi’s public organisations, with reference to Malawi Communications Regulatory Authority (MACRA) and Malawi Posts Corporation (MPC). Following the introduction of public sector reforms in Malawi, government instituted policy directives for all Ministries, Departments and Agencies (MDAs) to develop strategic plans. The philosophy behind the directive was that by introducing strategic plans in public organisations there will be efficient and effective service delivery and that consumers will get public value from improved services. Evidence suggests that public organisations continue to register dismal performance even with strategic plans due to a variety of challenges. The article adopts principal-agent and public value theories as well as PESTEL methods to identify strategic plan implementation challenges and to analyse performance of MACRA and MPC during 2016-2021. It finds that these Malawian public organisations performed dismally despite having strategic plans, because of political, economic, sociological, technological, legal and environmental challenges. The article recommends that there should be both incentives and penalties for public organisations as well as a comprehensive legal enforcement mechanism for strategic plans in order to ensure that they perform efficiently and effectively to the satisfaction of their principal, government. Keywords: Public Sector Reforms, Strategic Plans, Organisational Performance, Service Delivery and Malawi
Strategic planning's popularity in public organizations cannot be denied, with legislative initiatives even making it mandatory for certain public organizations. Due to strategic planning's continued popularity in practice, recent years have seen a surge in research on the topic. A synthesis of said research is necessary to identify empirical, conceptual, theoretical, and methodological challenges that remain to be tackled. Drawing from a systematic review of 75 studies through a Strategy-as-Practice lens, this paper contributes to public management theory, research, and practice in three significant ways. First, it provides a structured synthesis and integration of a growing and disparate body of literature, offering a roadmap for future research on strategic planning in public organizations. Second, it proposes a middle-range theoretical framework that captures the complex and dynamic nature of strategic planning in public organizations, providing insight into how strategic planning is conducted and why it may or may not work in certain contexts. Finally, it offers practical relevance for public managers and other public professionals by providing an overview of the various strategic planning choices available and how to optimize them according to their unique contexts and desired outcomes.
Stratejik yönetim, örgütlerin önceden belirledikleri hedeflere erişebilmeleri, orta ve uzun vadeli planlar yapma ve gelecekteki muhtemel gelişmeleri öngörerek hareket etmeleri bakımından oldukça önemlidir. Bu bağlamda kamu örgütleri tarafından stratejik yönetim anlayışının, örgüt kültürüne ve yönetim anlayışına ne derece etkide bulunduğunun incelenmesi gereken önemli bir konu olarak karşımıza çıkmaktadır. Dolayısıyla bu çalışmada konuya ilişkin olarak stratejik yönetimle ilgili kavramlar teorik açıdan ele alınarak, bazı büyükşehir belediyelerinin stratejik yönetime ilişkin dokümanlarında bu kavramlara ne ölçüde yer verilip verilmediği ile stratejik yönetim kültürünün ne derecede benimsendiği açıklanmaya çalışılacaktır. Çalışma kapsamında bir istatistiki bölge birimi olan TR32 bölgesindeki Aydın, Denizli ve Muğla büyükşehir belediyelerinin 2020-2024 stratejik planları ve her yıl sonu düzenlenen faaliyet raporları ele alınmış ve stratejik yönetim kültürü açısından analiz edilmiştir. Ancak söz konusu planlar döneminin ilgili büyükşehir belediyelerinin 2020 ve 2021 yıllarında yayınlanmış olan faaliyet raporlarıyla çalışma sınırlandırılmıştır. Bu doküman incelemesinden önce çalışmada ilgili teorik bilgiye değinme ve literatür taraması yapılmıştır. Ardından nitel veri yöntemi olan içerik analizi kullanılarak stratejik yönetimle ilgili belirlenen kavramların bu dokümanlarda kullanım düzeyleri ortaya konulmaya çalışılmıştır. Ayrıca her bir büyükşehir belediyesinin ayrı ayrı incelenmesi sonrası elde edilen bulgular doğrultusunda belediyelerin karşılaştırılmasına yer verilerek değerlendirme yapılmıştır.
This chapter explores how strategic management systems drive sustainable business models. It discusses the link between sustainability and financial success, leveraging frameworks like RBV and Triple Bottom Line. Practical insights from cases like Unilever and Patagonia are examined, emphasizing stakeholder engagement and performance metrics. The role of emerging trends like circular economy and digitalization is highlighted. The chapter underscores the need for integrating sustainability systematically and offers a roadmap for organizations to achieve lasting impact.
The article is devoted to studying the theoretical provisions of the organization of the process of strategizing the development of the national economy, formed taking into account the best foreign experience and the synthesis of best practices in the leading reformers. The strategizing process's key characteristics are determined, which are taken as a basis for substantiation of the organizational mechanism of strategizing. The peculiarities of the strategic process in the public sector are studied. The experience of successfully implemented strategies is generalized, and the experience of their organizational support is synthesized. Elements of the organization of the process of strategizing of development of the national economy are offered.
Değişen şartlara uyum sağlamak adına yeni yöntemlerin uygulamaya konulduğu kamu
yönetiminde 2000’li yılların başından itibaren gündemde olan iki kavram bulunmaktadır:
şeffaflık ve hesap verebilirlik. Sıklıkla bir arada kullanılan ve neredeyse iç içe geçmiş
olan bu kavramlar uluslararası alanda birer ilke haline gelmiştir. Özel sektörden kamu
yönetimine aktarılan bir yöntem olan stratejik planlama ise hem şeffaflık ve hesap
verebilirliğin sağlanmasına hem de verimlilik ve etkinlik artışına hizmet ederek kamu
yönetiminde önemli bir rol oynamaktadır. Bu tez kapsamında şeffaflık, hesap verebilirlik
ve stratejik planlama kavramları ile ilgili literatür incelenmiş ve üniversite stratejik
planlarının şeffaflık ve hesap verebilirliğe uyumu değerlendirilmiştir. Örneklemi
Türkiye’deki 117 devlet üniversitesinden oluşan tez araştırmasında Üniversitelerin
Stratejik Planlarında Şeffaflık ve Hesap Verebilirlik Ölçeği oluşturulup MAXQDA
programından faydalanarak içerik analizi yöntemi ile stratejik planlar incelenmiştir. Elde
edilen veriler üniversite yaşı, hazırlanan plan sayısı, URAP (University Ranking by
Academic Performance) sıralaması ve stratejik planlarda şeffaflık ve hesap verebilirlik
ifadelerinin tekrarlanması açısından değerlendirilmiştir. Aynı zamanda üniversitelerin
stratejik planlarında şeffaflık ve hesap verebilirliğe uyum konusunda eksiklik görülen
bölümler tespit edilmiştir. Araştırma sonucunda şeffaflık ve hesap verebilirliğe uyum ile
üniversite yaşı, hazırlanan plan sayısı, URAP sıralaması ve stratejik planlarda şeffaflık ve
hesap verebilirlik ifadelerinin tekrarlanması arasında ilişki tespit edilmiştir. Elde edilen
bulgulardan hareketle geliştirilen tespit ve önerilerin dikkate alınmasıyla, gelecekte
hazırlanacak stratejik planların şeffaflık ve hesap verebilirlik açısından daha başarılı
örnekler sunacağı değerlendirilmektedir.
Anahtar Sözcükler: Şeffaflık, Hesap verebilirlik, Stratejik planlama, Üniversiteler, Türkiye
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There are two concepts that have been on the agenda since the early 2000’s in public
administration where new methods are implemented in order to adapt to changing
conditions: transparency and accountability. These concepts, which are often used
together and almost intertwined, have become principles in the international arena.
Strategic planning, which is a method transferred from the private sector to public sector, plays an important role in public administration by serving both transparency and accountability and also increasing efficiency and effectiveness. Within the scope of this thesis, the literature on the concepts of transparency, accountability and strategic planning was examined and the compliance of university strategic plans with transparency and accountability was evaluated. In the thesis study, the Transparency and Accountability Scale in the Strategic Plans of the Universities was created and the strategic plans of 117 state universities in Turkey were examined with the content analysis method by using the MAXQDA program. The data obtained were evaluated in terms of the age of the university, the number of plans prepared, the URAP (University Ranking by Academic Performance) ranking, and the repetition of transparency and accountability statements in strategic plans. At the same time, sections that lack transparency and accountability in the strategic plans of universities are identified. As a result of the research, a relationship was determined between compliance with transparency and accountability and university age, the number of plans prepared, the URAP ranking and the repetition of transparency and accountability statements in strategic plans. Considering the findings and suggestions developed based on the findings obtained, it is evaluated that the strategic plans to be prepared in the future will present more successful examples in terms of transparency and accountability.
Keywords: Transparency, Accountability, Strategic Planning, Universities, Turkey
Strategic management is the identification and description of the strategies that managers implement in order to achieve their organizational long-term goals via better performance and gaining competitive advantage in the process. Corruption, on the other hand, is known as dishonest or fraudulent conduct by the people/managers in power. In this sense, it becomes inevitable in organizations, where there is always a conflict of interests, not to experience corruption behavior. At this point, preventing and coping with corruption constitutes importance. In this context, the purpose of this chapter is to scrutinize the literature in the frame of strategic management, strategy, organizational policies, corruption, and the strategies and policies that are effective for coping with corruption. In addition, the chapter also consists of some international corruption scandal examples.
Strategic planning is a critical element in the strategic management of any public organization, including local emergency management agencies (EMAs). However, while the importance of strategic planning in emergency management is well founded, even codified in the national standards, little is known empirically about its actual use, and even less is known about the impacts of the planning process on local programs. As such, this study examined the strategic planning practices of county-level EMAs throughout the United States, focusing on the strategic planning process and its underlying dimensions. A composite index for strategic planning comprehensiveness was developed based on five planning process dimensions and then analyzed to gauge its relative impacts on local program quality. The findings revealed that the strategic planning process had a direct and significant impact on the quality of local emergency management programs, with the regression model explaining about 60% of the variance in the local program quality index scores.
The study investigated strategic planning practices for public service delivery (PSD) in The Gambia, and examined the effectiveness of perceived strategic plans implementation impact on PSD in the study area. This study revealed that strategic plans implementation in public service organisations (PSOs) was remarkably effective, and had positive impact on public service delivery. The study showed that there was an established nexus between strategic plan implementation and public service delivery in the area under review. The findings indicated that strategic planning and implementation played a significant role for PSD in The Gambia. Simple linear regression analysis indicated significant relationship between strategic plans implementation in PSOs and PSD in the country. The findings of the survey objectives concluded that the strategic plans implementation in public service organisations had significant impact on public service delivery in The Gambia since R = .614 > 0, R 2 = .377, F (5, 149) = 17.409; ρ<.05. Specific policy and general recommendations were proffered to assist public service organisations in achieving the objectives of public service delivery, and to increase the impact of strategic plans implementation on public service delivery at the national level.
Strategic planning has been increasingly used by local governments worldwide to boost performance. While this can be seen as a technical and political process, the relationship between managerial qualifications, political context and achievement of strategic goals in local governments has been scarcely studied. This study explores these relationships using data from 137 Colombian municipalities at the middle and end of the 2016–2019 mayoral term. Findings suggest that midterm strategic goal achievement is associated with mayoral experience, particularly in the national government where the tradition of strategic planning is better established, and this relationship increases with higher levels of municipal council support. Certain traits of the chief planning officer, appointed by the mayor, also correlate positively with midterm goal achievement. End‐term goal achievement is mainly associated with midterm paths. This research contributes to the performance management literature by highlighting the political‐managerial interplay in strategic goal achievement.
Private-sector management practices have been used by cities and municipalities in their public administration for several years. Yet, little is known about the effects of these management reforms, especially in a culturally heterogeneous environment. On the basis of a national survey covering 1,868 Swiss cities and municipalities, information was collected and analysed on the management reforms applied and their impact on public administration performance and democracy. The results of this interdisciplinary study show that management reforms in Switzerland have had positive effects, regardless of the linguistic and cultural context in which they were enacted. However, the use of private-sector approaches is more common in the German-speaking part of Switzerland and in cities.
The purpose of this study is to investigate how cities are developing and implementing social marketing practices. Driven by a 2017 survey administered to a sample of Florida’s public officials, the research design of this study employs an exploratory data analysis including cluster analysis, univariate visualization, and bivariate visualization to information regarding public social marketing utilization. The findings of this study suggest possible confusion surrounding what social marketing actually is and how the practice can best be utilized within a strategic management context. This research adds value by contributing to a relatively nascent literature on social marketing within an American public administration context.
The paper examined formal strategic plan formulation process, application of strategic analysis tools, and assessment of managerial and stakeholders' involvement in public service organisations (PSOs) in The Gambia. The study adopted "cross-sectional survey design", through the administration of structured questionnaire of five-point Likert scale among the selected PSOs, with a sample size of 211 senior public servants, using probability-proportionate-to-size sampling technique from the study population (1058). Data collected were analysed using descriptive statistics techniques such as frequencies, percentages, means and standard deviations with the help of SPSS software version 20. The results showed that, in the process of formulating formal strategic plans, PSOs determined their missions and visions, developed long-term objectives, assessed both internal and external environments, and generated and evaluated strategic choices. Equally, the findings indicated that PSOs made commitments to their strategic plans, did both internal and external validation of the strategic plans, and formulated strategic plans to accommodate the interests of diverse groups and individuals. The paper concluded that PSOs in The Gambia followed formalised strategy formulation process in developing their strategic plans with key elements included.
ÖZ
Örgütler çevresel olumsuzluklardan ve örgütün
içinde bulunduğu koşullardan olumsuz yönde
etkilenebilir ve rakipleriyle mücadele edemeyip geri
çekilmek zorunda kalabilirler. Bu yüzden ayakta
kalmak, varlığını sürdürmek, fırsatları
değerlendirmek ve rekabet avantajından
yararlanmak isteyen örgütlerin hedefler belirlemesi
ve bu hedeflere yönelik stratejiler oluşturması önem
taşımaktadır. Örgütün hedeflerine ulaşmada
izleyeceği yol olarak ifade edilen stratejik yönetim,
örgütün çevresindeki belirsizliğin azaltılmasını
sağlayabilir ve örgütün daha aktif, hızlı ve esnek
olmasını yani çevikliğini artırabilir. Bu çalışmada
amaç stratejik yönetim sürecinin örgütsel çeviklik
ve algılanan çevresel belirsizlik üzerindeki rolünü
belirlemektir. Çalışmada nicel analiz yöntemi
kullanılmıştır. Çalışmanın örneklemini Nevşehir
ilindeki konaklama işletmelerinin yöneticileri
oluşturmaktadır (n=168). Veriler basılı soru form
(anket) vasıtasıyla elde edilmiştir. Yapılan analizler
sonucunda stratejik yönetim süreci ile örgütsel
çeviklik arasında ilişki bulunamamıştır. Diğer
taraftan stratejik yönetim sürecinin algılanan
çevresel belirsizliği pozitif yönde etkilediği tespit
edilmiştir. Elde edilen bulgular tartışılmış ve
önerilerde bulunulmuştur.
Anahtar Kelimeler: Stratejik Yönetim, Stratejik
Yönetim Süreci, Örgütsel Çeviklik, Çevresel
Belirsizlik.
In today's world, strategic management, which is considered to have a very important role in reaching the goals of institutions and has been used by businesses operating in the private sector for many years, seems to have taken its place in public administration and especially in municipal management. However, although it has taken its place in public institutions as a concept, the issue of whether strategic management as a corporate culture has become a corporate culture is considered as a subject to be investigated. In this context, in this study, it has been tried to investigate to what extent the basic strategic management concepts are included in the strategic plans and activity reports of the municipalities. In this context, 28 basic concepts related to strategic management were determined by literature review. Then, with the content analysis technique, which is one of the qualitative research methods, it was tried to determine the level of these concepts in the documents examined within the scope of the study. Within the scope of the study, the 2015-2019 and 2020-2024 strategic plans and 2019 and 2020 annual reports of the provinces of Artvin, Giresun, Gümüşhane, Ordu, Rize and Trabzon in the TR90 region were examined. Although it has been determined that some concepts related to strategic management are included in the strategic plan and activity reports examined in the study, it is considered that this level is not sufficient. In addition, it has been observed that there are differences between the strategic plan and activity reports in the context of using the concepts related to strategic management by different municipalities.
Organizations may be adversely affected by environmental negativities and the conditions of the organization, and they may not be able to fight with their competitors and have to withdraw. For this reason, it is important for organizations that want to survive, maintain their existence, seize opportunities and take advantage of competitive advantage, to set goals and create strategies for these goals. Strategic management, which is expressed as the way the organization will follow in achieving its goals, can reduce the uncertainty around the organization and increase the organization's more active, fast and flexible, that is, its agility. The aim of this study is to determine the role of the strategic management process on organizational agility and perceived environmental uncertainty. Quantitative analysis method was used in the study. The sample of the study consists of managers of accommodation enterprises in Nevşehir province (n=168). The data were obtained by means of a printed questionnaire (survey). As a result of the analysis, no relationship was found between the strategic management process and organizational agility. On the other hand, it has been determined that the strategic management process affects the perceived environmental uncertainty positively. The findings were discussed and suggestions were made.
Strategic planning has been touted as one of the "hot" management innovations in the public sector, promising managers the benefits of a highly structured, future-oriented management technique taken directly from the best-run business corporations. Little has been known, however, about the actual experience of public agencies with strategic planning. Frances Berry and Barton Wechsler conducted a national survey of state agencies to determine rates of utilization, types of strategic planning processes used in different agencies, and strategic planning objectives and outcomes. About 60 percent of agencies responding were using some type of strategic planning, and an additional 9 percent planned to do so in the future. Its initiation has been primarily a decision of individual agency leaders, hoping to set program and policy direction, to emulate an exemplary practice drawn from the private sector, and/or to respond to budgetary pressures. The most commonly employed model of strategic planning used in state agencies builds on elements of the widely discussed Harvard Policy Model. While a third of the states used a five-year time frame for their strategic plans, most still use one-to-four years as the plan horizon, although this appeared to be lengthening as strategic planning and budgeting are integrated. Strategic planning seemed to undergo an evolutionary development process, including being folded into broader quality management programs. Agency leaders responded with varied but largely positive perceptions of strategic planning's impact on a variety of important internal and external outcomes. Overall, strategic planning can be described as a successful public sector management innovation.
What are state agencies required to do with respect to performance measurement and performance budgeting? This article addresses the trend toward improving performance in government. Past research on performance-based budgeting (PBB) in the states concentrates on anecdotal information and case analyses, usually including fewer than 10 states. This article provides national coverage of requirements for performance-based budgeting in the states. We survey the 50 states concerning existing or planned legislation related to performance-based budgeting as well as administrative requirements. We review legislation and budget guidelines to determine their scope and focus. Results show that all but three states have performance-based budgeting requirements, and most have established these requirements within the last few years. Thirty-one states have legislated performance-based budgeting to be conducted, while sixteen states have initiated this reform through budget guidelines or instructions. This research analyzes the foundations for conducting performance-based budgeting in the states. It serves as a stepping stone to determining effective methods to create and sustain this budget system in the states.
Application of strategic planning and management techniques over a 13-month period by the Ohio Bureau of Employment Services is reported on in this article. The bureau's effort rested on two principal foundation stones: (1) the development of a highly selective agenda of strategic issues related to both program content and the management process and (2) the development of a cohesive senior management team which engaged in intensive collective management of the agenda. This strategic agenda management approach resulted in significant programmatic change and improvements in bureau management in the near-term without the elaborate trappings of formal long-range planning.
Although public managers are told that they must implement strategic management, they also are cautioned that such approaches are ill-suited to the governmental environment. To make matters even more difficult, few workable tools help public managers make sense of this apparent contradiction and determine whether, how, and to what extent strategic management approaches can be implemented. This article addresses these problems by providing (a) a schema for understanding the progressive levels of success in the implementation of strategic management, (b) a checklist of the internal and external factors that have been found to influence implementation, and (c) a model implementation process, including a comprehensive preimplementation assessment of organizational capacity.
Throughout this century, municipal governments have pursued a variety of strategies to enhance their ability to deliver services effectively and efficiently. Some might argue that the road to improved management capacity has been filled with potholes, but the desire to find better ways to do things has never stopped gaining momentum. Local officials have been pressed forward by the academic writings of authors such as Woodrow Wilson and Luther Gulick, the shrewd exhortations of reformers such as Richard Childs, the formative influence of the International City Management Association (ICMA) and other professional groups, the early Housing and Urban Development (HUD) capacity-sharing efforts of the federal government, taxpayer revolts, and current societal demands for improved quality and customer service. Indeed, a whole profession has developed that hinges on its ability to apply the “expertise and knowledge of local government and management to urban service delivery” (Nalbandian, 1990, p. 659).
The authors propose a competing values approach to organizational effectiveness. Seven researchers in organizational behavior were impaneled to make judgments about the similarity of effectiveness criteria derived from a comprehensive list. A spatial model was developed from the judgment data. It indicated that three value dimensions, focus (task--people), structure (control--flexibility), and time (short-term--long-term) underlie conceptualizations of organizational effectiveness. Furthermore, the model suggested some fundamental criteria of organizational effectiveness that differentially reflect these three value dimensions. The present research uses this competing values approach to resolve a number of existing problems in the organizational effectiveness literature.
In this article Robert S. Kaplan and David P. Norton report on the Balance Scorecard. Before the Balanced Scorecard companies have used various measurement systems that have made incremental improvements and concentrated mostly on the company's financials. The Balanced Scorecard shows you four different perspectives in which to choose measures that can redefine a company's processes measurement system so short term and long term objectives are in balance with each other. When using the Balanced Scorecard a company is no longer needs to worry about small incremental improvements, but a new processes measurement system that will allow a company to get where it wants to go.
This management case study describes the turnaround of a major public-sector organization, the Commonwealth of Pennsylvania's Department of Transportation, or PennDOT. Over the past seven years, PennDOT has been thoroughly transformed into a professionalized, service-oriented, high-performance transportation agency. Notorious ten years ago as a highly politicized agency that was unable to come to grips with the state's severe transportation problems, PennDOT now ranks as the best managed agency of Pennsylvania state government and is a leader nationally among departments of transportation.
This article has several related purposes. First, the authors lay out a process for strategic management tailored to the needs of organizations in public or third-sector settings. The process recognizes some of the paradoxes and problems involved in doing strategic management in those settings and shows how to avoid such difficulties. Second, we describe techniques or tools that are useful in carrying out the search, synthesis, and selection activities required by each stage of the process. Finally, we suggest ways to improve the results of strategic management and call for planners to take on multiple roles to support the process.
Governments across the country have embarked on performance‐based government efforts. Typical goals of these efforts are to clarify the mission and priority objectives of government with an emphasis on the expected results, to develop mechanisms for monitoring and reporting the achievement of those objectives, and to use this information to make decisions about government activities, including making government more accountable Although many governments have reported success in establishing their performance‐based programs, we found ourselves wondering whether any of these programs are showing signs that they can be sustained over time. Are performance‐based reports or budgets being used by managers and policy makers? Are the performance programs maintained after implementation? If so, what are the factors critical to success?
To answer these questions, we reviewed performance‐based government efforts in progress throughout the country with a focus on the initiatives of five states.1 This discussion begins by describing the efforts in those five states: the stated need, the approach, and the results to date. We then discuss the elements of success and the lessons learned from these performance‐based government pioneers.
Frustrated by the inadequacies of traditional performance measurement systems, some managers have abandoned financial measures like return on equity and earnings per share. "Make operational improvements and the numbers will follow," the argument goes. But managers do not want to choose between financial and operational measures. Executives want a balanced presentation of measures that allow them to view the company from several perspectives simultaneously. During a year-long research project with 12 companies at the leading edge of performance measurement, the authors developed a "balanced scorecard," a new performance measurement system that gives top managers a fast but comprehensive view of the business. The balanced scorecard includes financial measures that tell the results of actions already taken. And it complements those financial measures with three sets of operational measures having to do with customer satisfaction, internal processes, and the organization's ability to learn and improve--the activities that drive future financial performance. Managers can create a balanced scorecard by translating their company's strategy and mission statements into specific goals and measures. To create the part of the scorecard that focuses on the customer perspective, for example, executives at Electronic Circuits Inc. established general goals for customer performance: get standard products to market sooner, improve customers' time-to-market, become customers' supplier of choice through partnerships, and develop innovative products tailored to customer needs. Managers translated these elements of strategy into four specific goals and identified a measure for each.
Demographic data and strategic analysis
- A Halachmi
- W P Hardy
- B L Rhoades
Halachmi, A., Hardy, W. P., & Rhoades, B. L. (1993). Demographic data and strategic analysis. Public Ad-ministration Quarterly, 17, 159-174.
Strategic management in public and nonprofit organizations
- J Koteen
Koteen, J. (1989). Strategic management in public and nonprofit organizations. New York: Praeger.
Strategic management and organizational decision-making Synoptic (one best way) approaches of strategic management Handbook of strategic management
- A W Steiss
Steiss, A. W. (1985). Strategic management and organizational decision-making. Lexington, MA: D. C. Heath. Toft, G. S. (1989). Synoptic (one best way) approaches of strategic management. In J. Rabin, G. J. Miller, & W. B. Hildreth (Eds.), Handbook of strategic management. New York: Marcel Dekker.