Role of Strategic Management in Creating Public Value A-Level Coursework

Pages: 6 (2013 words)  ·  Bibliography Sources: 9  ·  File: .docx  ·  Level: Doctorate  ·  Topic: Business - Management

Role of Strategic Management in Creating Public Value

Ring and Perry speak to the notion of distinctive constraints when examining strategic management in public and private organizations. What does this mean? What are the implications for present day public management?

A distinctive constraint is when there are a number of obvious restraints that public administrators / managers will face in comparison with the private sector to include: the rule of law, politics / public expectations and transparency. (Ring 276 -- 286)

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The implications that each of the various restraints will have on public managers is significant, as these overall constraints will determine how managers will respond to a number of different situations. When looking at the first constraint, the rule of law, it is clear that this will have an implication on how managers in the public sector will react to a variety of situations. Where, in the private sector the overall role of managers is more streamlined, as the various departments will work together to achieve the objectives of the organization. This is different from public managers who will have a separation of powers between the different levels of the government. As a result, the ability to react to different issues is more cumbersome, as they must receive funding / approval from the legislature. Then, there could be budgetary delays, which would only increase the total amount of time in responding to different issues. This shows that whenever any kind of perceived actions is going to take place in the public sector, managers will take more time responding to different issues because of the overall legal / constitutional structure. (Ring 276 -- 286)

A-Level Coursework on Role of Strategic Management in Creating Public Value Assignment

The second constraint politics / public expectations, highlights how the general public expects managers in the public sector to be of high standards. This is problematic, because when various actions are proposed, the public will have a chance to comment about what could take place. Once this occurs, is when many politicians will take the view of their constituents, as they will support those actions that they believe would be most favorable for the community. This perception could mean that those projects / proposals that are not as popular with the public could be placed on hold. As the various political figures, want to give the voters what they demand. As a result, those actions that could benefit the community over the long-term could be eliminated from debate. This is significant, because it could mean that those projects on the drawing board never may become reality, as the increased amounts of scrutiny from the public and politicians cause for their cancelation. (Ring 276 -- 286)

The third constraint, transparency, means that for any kind of public managers, they will face large amounts of scrutiny about their activities. This is different from the private sector, where various projects are able to begin work and then are reported to share holders during the annual reports. In the public sector, this will mean that many projects could be initiated to score political points for the politicians. A good example of this would be the construction of specific projects such as: the building of a community center, in part of the community that is vital to reelection. Since the overall amounts of transparency are so high, the politicians are trying to use this as way to show that they are making a difference. This is problematic, because it means that public managers must consider number of different variables, prior to proposing any kind of project. (Ring 276 -- 286)

What all of this shows, is that the implications of distinctive constraints will make the job of public managers more difficult. As they must go through a number of hurdles, to effectively deal with various issues. Since the different issues are interconnected with one another, means that these factors will slow the overall response of managers, in the public sector when a variety of situations that occur. This is because these different constraints require managers to follow the various procedures and laws. At which point, their jobs become more difficult.

From Berry's 1994 article of strategic planning to her subsequent article co-authored with Barton Wechsler in 1995, what new information or insights regarding strategic planning are they offering?

The articles discussed how a variety of public managers use strategic planning as integral part of preparing for a variety of functions in the future, with 60% currently using this model, while 9% plan to do so in the future. This is important, because it shows how strategic planning is playing a more important part in the evolution of the public managers. (Berry 322 -- 330)

Several new insights that were uncovered in the articles regarding strategic planning would include: it is applied by the more experienced administrators, there is a desire by state / local governments to use this as a tool to mirror the results of the private sector and it is evolving to become more heavily utilized in the public sector. When examining the first insight that was uncovered, it is applied by the more experienced administrators; researchers discovered that strategic planning was used by those managers who have worked with other departments or agencies. This is because the more experienced managers have seen the results of not using strategic planning to solve a variety of issues. Once they realized that other models based on the private sector were ineffective, they began to see strategic planning as a way to address the specific issues that are relevant to the public sector. (Berry 159 -- 168)

The second insight, there is a desire by states / local governments to use this tool to mirror the results of the private sector, shows the increasing demand that is placed upon public managers. Where, they are expected to provide the same kind of results as the private sector. This is despite the fact that there are obvious budget constraints and procedural delays that they will face during the process. As a result, many governments have begun using the Harvard Policy Model. This is where the various agencies: would set goals for the organization, manage different issues and analyze the internal / external environment. The reason why this is important is: because this system allows managers within the public sector to have an effective way of dealing with different issues. Where, because of various political factors, many projects in the public sector are considered to be short to medium term (meaning a period of one to five years). This is significant because it shows, why managers are increasingly turning to strategic planning. As the overall amounts of flexibility and time horizons, allow managers / administrators to be able to adjust to changes that regularly occur in the public sector due to politics and other factors. (Berry 322 -- 330)

The third insight, it is evolving to become more heavily utilized in the public sector, shows how a variety of managers are seeing the effects of strategic planning and are using it to build subsystems that can be utilized by specific departments / teams. Where, managers will merge the overall objectives, with the specific requirements for a project or team. They also have taken this model and used some of the Total Quality Management techniques in the private sector, as way to help make strategic planning more responsive to the needs of the public. This is because many public sector positions will demand that managers mirror the performance of the private sector, as far as operational efficiency is concerned. To address these issues, managers will look at the best techniques that are used in the private sector and will attempt to mirror those elements that could be adapted to the public sector. As a result, public managers are using this tool to adapt to changes that are occurring, as both politicians and the general public demand more accountability. (Berry 322 -- 330)

The above ideas / insights that are provided on strategic planning highlight how its uses by public sector managers are evolving. Where, this has become increasingly used to address a variety of issues that could be changing. As a result, the way that this model is utilized is continuing to adapt to the changes that are occurring in the real world.

Given the maturity of public sector strategic management and planning literature and the general view that strategic planning is a public sector management tool, why do you think that Lynn didn't mention it as being an attribute of New Public Management?

There are several reasons why Lynn does not mention strategic planning as an attribute to New Public Management the most notable would include: the fact that New Public Management is relatively new and that the concept could be one that many politicians / administrators are paying lip service to. When you look at the first reason, New Public Management is a new concept, the article highlights how there are several issues that this model will face well into the future such as:… [END OF PREVIEW] . . . READ MORE

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