Explain the Use Of Strategic Managementstrategic ✓ Solved

Explain the Use of Strategic Management in the Public sector. This assignment introduces you to the history of research in the field of strategic management within the public sector. Over the past 40 years, strategic planning has become more prevalent. Research and examine the Government Performance and Results in Act of 1993 and the Government Performance and Results Modernization Act of 2010 to prepare for this assignment. Then, develop a paper that presents the definition of strategic management in the public sector. Be sure to include the following:

  • Examine the characteristics of the field.

  • Explain the historical development of research in this field.

  • Assess the priority and values you foresee from strategic management as related to the public sector.

  • Integrate the literature into common practices in the field to illustrate your findings.

Support your work with examples where necessary. Support your assignment with a minimum of five resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included. Length: 5-7 pages, not including title and reference pages. Your assignment should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.

Paper For Above Instructions

The concept of strategic management in the public sector has evolved into a critical component for governmental and nonprofit organizations over the last four decades. It is the process through which these organizations define their mission, set objectives, and formulate strategies to achieve those objectives effectively while ensuring accountability and transparency to their stakeholders.

Definition of Strategic Management in the Public Sector

Strategic management in the public sector refers to the systematic analysis and formulation of actions taken by governmental organizations to accomplish their objectives. It comprises planning, implementation, and evaluation of strategies that guide the organization in fulfilling its mission. Unlike in the private sector, where the main focus is often on profitability, public sector strategic management encompasses broader considerations, including social equity, public value, and effective resource allocation (Bryson, 2018).

Characteristics of the Field

The characteristics influencing strategic management in the public sector include:

  • Stakeholder Involvement: Public organizations must engage various stakeholders including citizens, employees, and interest groups. This collaborative approach ensures that different perspectives are considered in decision-making.

  • Accountability: Public agencies face higher levels of scrutiny and are accountable to the public and government oversight entities, necessitating transparency in their strategic processes.

  • Complexity and Ambiguity: The political environment within which public sector organizations operate can lead to complex challenges requiring adaptive strategies to navigate changing policies and public expectations.

  • Resource Constraints: Public organizations often operate with limited resources compared to their private counterparts, necessitating innovative strategies to maximize outcomes (Poister, 2010).

Historical Development of Research in Strategic Management

The historical development of strategic management research in the public sector can be traced back to the late 20th century. The Government Performance and Results Act (GPRA) of 1993 and the Government Performance and Results Modernization Act (GPRAMA) of 2010 marked significant turning points. The GPRA aimed to improve federal government performance by requiring agencies to set measurable goals and report on their progress (Kettl, 2015). This act laid the groundwork for systematic strategic planning and performance measurement in public agencies.

Following the GPRAMA's enactment, the emphasis has shifted towards program evaluation, enhancing accountability, and promoting a results-oriented culture across federal agencies (Bourgon, 2011). This historical context illustrates the growing recognition of strategic management as vital for effective governance and service delivery in the public sector.

Priority and Values from Strategic Management

As we assess the priority and values derived from strategic management practices in the public sector, several key themes emerge:

  • Service Orientation: The focus is on delivering public services that meet the needs of citizens while ensuring efficiency and effectiveness.

  • Equity and Inclusion: Strategies are developed to foster equity, ensuring that access to services is fair and just for all community members.

  • Innovation: Encouraging new ideas and practices to improve service delivery, especially in the context of rapidly changing technologies and societal needs.

  • Collaboration: Building partnerships with other governmental agencies, nonprofits, and private sector entities to leverage resources and expertise for better outcomes (Goldsmith & Eggers, 2004).

Integration of Literature into Common Practices

To illustrate the integration of literature into common practices, we can reference various successful case studies where strategic management principles have been applied. For example, the use of balanced scorecards in public organizations has been shown to enhance performance measurement and strategic alignment (Kaplan & Norton, 1996). Additionally, municipalities adopting strategic planning frameworks, such as Results-Based Accountability, have been able to focus on measurable results and improve community engagement.

Literature emphasizes the importance of continuous evaluation and adapting strategies based on feedback and results, reinforcing a culture of learning and improvement within public organizations (Patton, 2008). Integrating these practices can lead to more resilient and agile public management, enabling organizations to respond effectively to challenges and opportunities.

Conclusion

In conclusion, strategic management in the public sector is pivotal for enhancing organizational effectiveness and accountability. By understanding its characteristics, historical developments, and the essential priorities it promotes, public organizations can better navigate complexities and improve service delivery outcomes. As this field continues to evolve, the integration of innovative practices and stakeholder engagement will be key in shaping the future of public sector management.

References

  • Bourgon, J. (2011). A New Synthesis of Public Administration: Serving in the 21st Century. The Canadian Public Administration, 54(3), 177-186.

  • Bryson, J. M. (2018). Strategic Planning for Public and Nonprofit Organizations. John Wiley & Sons.

  • Goldsmith, S., & Eggers, W. D. (2004). Government by Network: The New Shape of the Public Sector. Brookings Institution Press.

  • Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Harvard Business Review Press.

  • Kettl, D. F. (2015). System under Stress: Homeland Security and American Politics. CQ Press.

  • Patton, M. Q. (2008). Utilization-Focused Evaluation. Sage Publications.

  • Poister, T. H. (2010). The Future of Strategic Planning in the Public Sector: Linkages to Performance Management. Public Administration Review, 70(1), 104-113.

  • US Government Accountability Office (GAO). (2010). GPRA Modernization Act of 2010: Guidance for Performance Plans and Reports. Retrieved from [GAO website]

  • US Office of Management and Budget (OMB). (1993). Government Performance and Results Act of 1993. Retrieved from [OMB website]

  • US Office of Management and Budget (OMB). (2011). Guidance on the Government Performance and Results Modernization Act of 2010. Retrieved from [OMB website]