Within the public sector, strategies are not designed to influence markets, but instead to guide operations within a complex environment of multilateral power, influence, bargaining, and voting. In this book, authors David McNabb and Chung-Shingh Lee examine five frameworks public sector organization managers have followed when designing public sector strategies. Its purpose is to serve as a guide for managers and administrators of large and small public organizations and agencies. This book is the product of a combined more than sixty years of researching, teaching and leading organizational seminars on the theory and practice of management applications in industrial, commercial, nonprofit and public sector organizations. The book consists of four parts: Strategic Management and Strategy Fundamentals; Frameworks for Designing Strategies; Examples of Public Sector Strategies; and Implementing Strategic Management. Throughout, the focus is on the widespread value of strategic management and adopting the strategy appropriate for the organization. Including chapters on game theory, competitive forces, resources-based view, dynamic capabilities, and network governance, the authors demonstrate ways that real managers of public sector and civil society organizations have put strategic management to work in their organizations. This book will be of interest to both practicing and aspiring public servants.

This book explores goal-oriented action and describes the variety of options offered by strategic management in guiding public organisations. The book is based on the idea that planning is only one option in orienting the functioning of public organisations and applies resource-based and network studies to the public sector. Whilst most of the existing literature on strategic management relates to local government, this book examines developments within central governments and public agencies external to government hierarchies. The book also addresses the strategic distinction between politics and administration often neglected by existing research, and illustrates the connection between goal setting and actual performance of government organisations.

"Within the public sector, strategies are not designed to influence markets, but instead to guide operations within a complex environment of multilateral power, influence, bargaining, and voting. In this book, authors David McNabb and Chung-Shingh Lee examine five frameworks public sector organization managers have followed when designing public sector strategies. Its purpose is to serve as a guide for managers and administrators of large and small public organizations and agencies. This book is the product of a combined more than sixty years of researching, teaching and leading organizational seminars on the theory and practice of management applications in industrial, commercial, nonprofit and public sector organizations. The book consists of four sections: Strategic Management and Strategy Fundamentals; Frameworks for Designing Strategies; Examples of Public Sector Strategies; and Implementing Strategic Management. Throughout, the focus is on the widespread value of strategic management and adopting the strategy appropriate for the organization. Including chapters on game theory, competitive forces, resources-based view, dynamic capabilities, and network governance, the authors demonstrate ways that real managers of public sector and civil society organization have put strategic management to work in their organizations. This book will be of interest to both practicing and aspiring public servants"--

A new approach to addressing the contemporary world’s most difficult challenges, such as climate change and poverty. Conflicts over “the problem” and “the solution” plague the modern world and land problem solvers in what has been called “wicked problem territory”—a social space with high levels of conflict over problems and solutions. In Design Strategy, Nancy C. Roberts proposes design as a strategy of problem solving to close the gap between an existing state and a desired state. Utilizing this approach, designers and change agents are better able to minimize self-defeating conflicts over problems and solutions, break the logjam of opposition, and avoid the traps that lock problem solvers into a never-ending cycle of conflict. Design as a field continues to grow and evolve, but Design Strategy focuses on three levels of design where “wicked problems” tend to lurk—strategic design (of private and public organizations), systemic design (of networked and overlapping economic, technical, political, and social subsystems), and regenerative design (of life-giving realignment between humanity and nature). Within this framework, Roberts presents refreshingly interdisciplinary case studies that integrate theory and practice across diverse fields to guide professionals in any domain—from business and nonprofit organizations to educational and healthcare systems—and finally offers hope that humanity can tackle the existential challenges we face in the twenty-first century.

Government faces increasing pressure to do more with fewer financial resources and, with challenges such as climate change and an ageing population, will require innovation in public services. Departments have started to implement some of the recommendations of the National Audit Office's 2006 report on innovation (HC 1447-I, session 2005-06, ISBN 9780102942330), but are still not maximising the opportunities to innovate. The majority of cases of innovation originate with senior management within departments. There is potential to encourage more innovation from front line staff and service users. At the front line, public servants can be reluctant to put forward ideas where they do not appreciate how innovation relates to the goals of the organisation and can resist change they feel is forced upon them. Other barriers include risk-averse attitudes within departments and a concentration on targets, budgets and high-profile national initiatives. Departments should develop strategies for encouraging and developing innovation. It is not possible to identify exactly how much central government spends on developing innovation, but estimates by the NAO suggest that departments have allocated at least £3 billion in the form of innovation budgets, and the Department for Innovation, Universities and Skills announced a further £2.5 billion to be spent encouraging and supporting innovation from 2008-9 to 2010-11. There are no measures in place to assess the impact of this expenditure. Government should make use of the survey work done by the NAO for this report and develop it further to determine how effective this expenditure is.

This report discusses how steering innovation investment in public sector organisations through a portfolio approach can help governments respond to the multi-faceted challenges they face. Portfolio management is a well-known device in the financial sector, allowing for dynamic decision-making processes involving regular reviews of activity and ensuring a coherent distribution of resources among strategic options.

This publication examines public governance arrangements in Finland and Estonia in two key areas: whole-of-government strategy steering and digital governance.

Proper implementation and the practice of governance in the public sector improve organizational performance through increased efficiency, productivity, quality, and innovation. Ultimately, governance helps organizations make better decisions, streamline processes, and reduce re-work, whilst also increasing integrity by bringing transparency and greater collaboration among stakeholders. Governance as a Catalyst for Public Sector Sustainability examines the concepts that have powerfully influenced development policy and investigates the role of governance in these institutions and how they have affected current development discourse. Covering topics such as public health sector sustainability, institutional participatory governance, and human resource information systems, this premier reference source is an excellent resource for government officials, policymakers, students and educators of higher education, librarians, researchers, and academicians.

Chapter 1 - Integrative strategic planning in South Africa: Conceptual frameworks Chapter 2 - Electoral mandate , priorities, policy and strategy Chapter 3 - Economic planning, economic policy or development policy? Past, present and future Chapter 4 - Planning human resources Chapter 5 - General management and leadership Chapter 6 - Strategy formulation and environment analysis Chapter 7 - Internal analysis and implementation Chapter 8 - Strategy implementation and change management Chapter 9 - Performance management system Chapter 10 - Monitoring and evaluation Chapter 11 - Health care in South Africa Chapter 12 - Socio-economic context of education

This book is based upon and extends the theoretical and empirical work of the author over the last decade. It integrates material deriving from his previous conceptual and empirical work in this field, together with new empirical evidence from emerging research. Public Service Logic challenges the product-dominant assumptions of the New Public Management (NPM) about the nature and management of public service delivery. Whilst the NPM has led to some important developments in public management, it has also had significant limitations and weaknesses. The book presents an alternative to this, as a framework for the future delivery and reform of public services globally. It draws upon the extant literature in the field of service management to argue for a Public Service Logic (PSL) for the delivery of public services. This situates public service delivery within the vibrant and influential field of service-dominant research and theory. It argues that effective public service management requires both that these services are understood as services not as products and that, consequently, public service management requires a focus on value creation as its over-arching rationale. The book presents a major new framework of value creation for public service delivery as a basis for public service reform, explores the role of service managers and staff and of citizens and service users in this value creation process, and evaluates the implications of this new framework for both the strategic and operational management of public service delivery, their performance management and the development and innovation of new forms of public services. It will be of interest to researchers and students in the fields of public management and public administration, as well as to policy makers and public service managers.