Organizational Process Management

Mathil Meroe^*
*Correspondence: Mathil Meroe, Department of Management in the Built Environment, Delft University of Technology, Julianalaan 134, 2628 Delft, The Netherlands, Email:

Keywords

Innovation • Campus • Categorization framework • Innovation implementation • Decision support tool • Sustainability • Living labs

Introduction

In public administration, there are four main categories of strategists: reactionaries (low aspirations, low capabilities), dreamers (high aspirations, low capabilities), underachievers (low aspirations, high capabilities), and clever strategists (high aspirations, high capabilities). In order to provide a theoretical knowledge of strategic management that is rooted in the public sector, Strategic Management for the Public Sector draws on experience and research from a variety of nations. This text offers a novel perspective on strategic choice, execution, foresight, analysis, and assessment by drawing on the most recent theory and research. In order to further the reader's knowledge of the theories and concepts introduced earlier in the book, this book also includes original, in-depth case studies drawn from various public sector settings and supported by current research. The "dynamic process of mutual adaptation between innovation and organisation"is how this article defines the application of innovation for sustainability. The dynamic process in question in this instance is the mutual adaptation of the organisation, the university campus real estate management units, and technologies that enhance sustainability. These entities, referred to as campus managers going forward, are responsible for organising and facilitating the application of these cuttingedge solutions to campus real estate [1-3].

Literature Review

Additionally, the adoption of sustainable innovation that is possible on campus could play a crucial role in fostering a networked economy, a "process of innovation [because of] changing social values and growing environmental pressures" that, over time, would alter organisations, institutions, and communities. Universities can be crucial in exploiting this networked technology. In order to ensure a thorough investigation of campus real estate managers' experiences with innovation implementation, a qualitative method was used in this study [4]. Semi-structured interviews with campus managers of 13 Dutch universities were undertaken between October 2020 and February 2021. In-depth descriptions of campus management's experiences (drivers, impediments, and solutions) with innovation implementation projects on campus (as well as a list of innovation projects that campus managers have dealt with) were the two main goals of the interviews.

Discussion

The book Strategic Management for the Public Sector was developed specifically with managers and postgraduate MBA and MPA students in mind. It will also be appealing to public sector managers and employees who are looking for a simple book to read for their own independent personal growth. Government is rife with strategy, and many methods associated with it, such strategic planning and management, are common tools used by public administrators and politicians. The public manager or policymaker of the twenty-first century is in fact faced with a wide range of issues, all of which call for efficient strategies: What kind of public value does he or she hope to produce? How will they accomplish this? In addition, Aspirations and the skills required to fulfil them are connected through strategies. By taking into account both existing capabilities and the potential need to generate new ones, strategy means the conscious as well as emergent (re)alignment of ambitions and capabilities, ensuring that aspirations may be attained or, alternatively, that they need to be adjusted. Strategizing is applicable to any entity where goals and capabilities need to be linked (e.g., individuals, teams, organisations, coalitions, communities), hence it is not just restricted to single organisations [5,6].

Conclusion

Providing solutions to problems and frequently laying forth a future vision. Including organisational design, resource management, performance measurement, and change management, strategic management also connects strategic planning to strategy execution. Even legislative initiatives around the world have incorporated elements of both strategies, forcing public organisations to adopt them (e.g., the Government Performance, Results and Modernization Act in the United States, Best Value in England and Wales, and the Policy and Management Cycle in Flanders). A public organisation or other institution that lacks a clear strategy is the reactor. It does not prioritise achieving great competencies and has low aspirations. Reactors are typically followers who wait for orders from their institutional surroundings before taking action.

Acknowledgement

None.

Conflict of Interest

None.

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