By Green S
The International Journal of Public Sector Management, (UK), 1998 Vol 11 No 7. Start page: 536. No of pages: 17
Discusses strategic management and planning (SM/P) and examines the reasons for adoption of SM/P by governments regarding their civil services. Uses a two-part methodology – questionnaire, and personal interviews with senior civil servants (still ongoing) – to elicit this information from England, Japan, USA (3 states), Ireland, Northern Ireland, Australia and New Zealand. Concentrates on the latter four countries. Tables their responses to key questions regarding differences arising through introducing SM/P, and views on strategic objectives. Lists also, the extent of their adoption of SM/P practices, e.g. introduction of core competencies, mission statements, scenario planning, etc., and includes US data in that analysis. Indicates that changes may be more operational in nature than true adoption of private sector SM/P practices. Explores reasons for this, commenting on the strong financial focus seen in strategic plans. Concludes that SM/P practices have not taken hold sufficiently. Believes civil services need to get to grips with what business they ought to be in, rather than concentrate solely on full adoption of private sector SM/P practices.
Subject(s): GOVERNMENT DEPARTMENTS, MANAGEMENT PHILOSOPHY, ORGANIZATIONAL CHANGE, PUBLIC SECTOR, PRIVATE SECTOR, IRELAND, EIRE, NORTHERN IRELAND, AUSTRALIA, NEW ZEALAND, USA
Database: TMA: Top Management Abstracts AFA: Accounting & Finance Abstracts. Style: Comparative/evaluation, Case study.
ISSN: 0951-3558. Reference: 28AC564
Reproduced by permission of Anbar Management Intelligence