Bài giảng Quản trị công: Chapter 5 - PGS.TS. Sử Đình Thành

Chapter 5 - Strategic management in public sector organizations public sector organizations. Learning objectives of this chapter: To understand what "strategy", and "strategic management" mean in a public sector context; to be able to prepare a corporate strategy and business plan for their service or organization; to understand the difference between strategic management and strategic planning;...
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Bài giảng Quản trị công: Chapter 5 - PGS.TS. Sử Đình Thành CHAPTER 5 STRATEGIC MANAGEMENT INPUBLIC SECTOR ORGANIZATIONS SU DINH THANHLEARNING OBJECTIVES WHAT IS A ‘STRATEGY’■ Plan: Pl some sortt off consciously i l intended i t d d course off action, ti aguideline to deal with a situation■ Ploy: a specific manoeuvre intended to outwit an opponentor competitor■ Pattern: a pattern in a stream of actions■ Position: a means of locating an organization in an‘environment’ – the mediating force or ‘match’ betweenorgani ation and environmentorganization en ironment■ Perspective/paradigm: an ingrained way of perceiving theworld (what ‘personality’ personality is to the individual).Source: Henry Mintzberg (1987) STRATEGIC PLANING„ Planning in the public sector and its methods used have fairly closely followed the stages of planning set for the private sector„ Strategic planning in the public sector is a phenomenon of the early 1980s. 1980s There are more problems and constraints compared to the private sector and these ‘range from constitutional arrangements to legislative and judicial mandates, to government-wide rules and regulations, to jurisdictional boundaries, to scarce resources, to political climate li t factors, f t t client to li t andd constituent tit t interests… i t tStrategic planning models„MModel d l off Olsen Ol andd Eadie E di (1980)„ Model of Osborne and Gaebler (1992)„ Bryson B model d l (1988)Strategic planning models„ In I the th early l 1980s, 1980 Olsen Ol andd Eadie E di claim l i that th t strategic planning process consists of the following basic components : „ The overall mission and goals which strategies are aimed. „ The environmental scan or analysis when formulating the organization’s strategies. „ Evaluates the strengths and weaknesses of the organization in terms of a variety of factors. „ The Th formulation, f l ti evaluation, l ti andd selection l ti off strategies. „ The implementation and control of the strategic plan.Strategic planning models„ Osborne Ob andd Gaebler G bl (1992): (1992) „ analysis of the situation, both internal and external; „ diagnosis, di i or identification id tifi ti off theth key k issues i f i facing the organization; „ definition of the organization organization’ss fundamental mission; organization’ss basic goals; „ articulation of the organization „ creation of a vision: what success looks like; „ development of a strategy to realise the vision and goals; „ development of a timetable for that strategy; „ measurement and evaluation of results.Strategic planning models„ The Th Bryson B model d l off strategic t t i planning l i (1988): (1988) „ initiating and agreeing on a strategic planning process; „ identifying organization mandates; „ clarifying organization mission and values; „ assessing the external environment (opportunities and threats); assessing the internal environment (strengths and weaknesses); „ identifying the strategic issues facing an organization; „ formulating strategies to manage the issues; and „ establishing an effective organization vision for the future.Analysing the internal environment„ There are four main elements to this analysis: „ Value chain analysis. y „ Core competence analysis. „ Organizational culture analysis. analysis „ Competitor and collaborator analysis.Analysing the internal environment„ Value V l chain h i analysis l i explores l the h ways in i which hi h the h organization creates value for its stakeho ...