Public-Sector Strategic Management

Feng Liu^*
*Correspondence: Feng Liu, Department of Business, Saint Mary's University, 923 Robie Street, Halifax, Canada, Email:

Keywords

Public • Management • Sector

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 [1].

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 [2].

Description

According to the theory, good performance will follow a sound approach. In the case of the Dutch National Football Team (see the epigram), the alignment of vision (the desire to be among the final four teams, despite little belief among Dutch media that it was possible) and structure or capability (appointing world-class support staff and meticulously considering team composition and alignments under different scenarios) resulted in a third-place finish at the 2014 World Cup, despite what many consider a generally weak group of players. Effective strategizing in and by public organisations or other entities (e.g., cross-boundary functions, collaborations, communities) can be made possible by specialised methodologies like strategic planning and management. Each approach consists of a set of ideas, concepts, steps, strategies, tools, and practises that can be used selectively and suited to certain circumstances, even when the context itself probably needs to be altered. Additionally, strategic management adds distinctive frameworks to this combination [3-5].

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. A reactor strategy, according to research, is an improbable route to good public service performance and may potentially lead to subpar performance.

Before the model may be applied to public organisations or other entities, certain adaptations are usually required. First, a wider range of stakeholders need to be taken into account. Second, some sort of portfolio method is also required when used on a larger, federal level. Because expressing and addressing issues are at the core of many public decisions, a strategic issues management method must also be introduced. Because of the shared-power character of these contexts, the model must be used in conjunction with portfolio, problems management, and stakeholder management approaches.

References

1. Abdulrahman, Muhammad D. "Critical barriers in implementing reverse logistics in the Chinese manufacturing sectors." Inter J Prod Eco 147 (2014):460-471.

Google Scholar, Crossref, Indexed at

2. Albrecht, Johan. "The use of consumption taxes to re-launch green tax reforms." Interl Rev Law Eco 26 (2006): 88-103.

Google Scholar, Crossref, Indexed at

3. Alkaya, Emrah. "Sustainable textile production: a case study from a woven fabric manufacturing mill in Turkey." J Cleaner Prod 65 (2014): 595-603.

Google Scholar, Crossref, Indexed at

4. Angelis-Dimakis, Athanasios. "Value chain upgrading in a textile dyeing industry." J Cleaner Prod 138 (2016): 237-247.

Google Scholar, Crossref, Indexed at

5. Bening, Catharina R. "Towards a circular plastics economy: Interacting barriers and contested solutions for flexible packaging recycling." J Cleaner Prod 302 (2021): 126966.

Google Scholar, Crossref, Indexed at