Strategic Management in Public Administration

2020 ◽  
Author(s):  
John Bryson ◽  
Bert George
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Public Administration ◽  
Public Organizations ◽  
Management Systems ◽  
Management Approach ◽  
Issues Management ◽  
Strategic Learning ◽  
Strategic Issues ◽  
Planning And Management

Strategic management is an approach to strategizing by public organizations or other entities that integrates strategy formulation and implementation, and typically includes strategic planning to formulate strategies, ways of implementing strategies, and continuous strategic learning. Strategic management can help public organizations or other entities achieve important goals and create public value. Strategy is what links capabilities and aspirations. Four broad types of strategists (as individuals, teams, organizations, and collaborations) in public administration exist: the reactor (low aspirations, low capabilities), the dreamer (high aspirations, low capabilities), the underachiever (low aspirations, high capabilities) and the savvy strategist (high aspirations, high capabilities). There are eight approaches to strategic planning. More comprehensive process approaches include those influenced by the Harvard Policy Model, logical incrementalism, and stakeholder management. More partial process approaches include strategic negotiations, strategic issues management, and strategic planning as a framework for innovation. Finally, two content approaches also exist, namely, portfolio and competitive forces analyses. Seven approaches to strategic management systems can be discerned. These include: the integrated units of management approach (or layered or stacked units of management), strategic issues management approach, contract approach, collaboration approach (including the lead organization, shared governance, and network administrative organization approaches), portfolio management approach, goal or benchmark approach, and hybrid approaches. Strategic planning and management are approaches to identifying and addressing challenges. Neither is a single invariant thing but is instead a set of concepts, processes, procedures, tools, techniques, and practices (and structures in the case of strategic management systems) that must be drawn on selectively and adapted thoughtfully and strategically to specific contexts if they are to help produce desirable results. While there are a variety of generic approaches to both, the boundaries among them are not necessarily clear, and strategic planning and management in practice are typically hybridic. Research is accumulating about which approaches to strategic planning and management work under which circumstances, how, and why, but much work remains to be done.

scholarly journals Pragmatics of improving planning and management in the hotel and restaurant business

2020 ◽  
pp. 56-64
Author(s):  
Zinoviy Bryindzia ◽  
Andrii Kulyk
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Initial Conditions ◽  
Planning And Management ◽  
Long Run ◽  
Strategic Factors ◽  
Business Entities ◽  
Questionnaire Research ◽  
Improved Model ◽  
Strategic Perspective

Purpose. The aim of the article is substantiation of expediency of strategic planning of activity of hotel and restaurant business and formation of model of strategic management that will allow to activate potential of subjects of managing and to provide their stable development in strategic perspective. Methodology of research. The authors used empirical, statistical and questionnaire research methods to identify the factors influencing the activities of hotel and restaurant business. It allowed substantiating the stages of business planning and describing their implementation, the formation of an improved model of strategic management, development of proposals for baseline indicators. It is expedient to make decisions on the basis of indicators concerning directions and the purpose of development of business on rendering of services in this sphere. Findings. The reasons for the imbalance of the hotel and restaurant business are analysed and the need for strategic planning and management in this area is substantiated. The stages of planning of hotel and restaurant business are defined taking into account current and strategic factors of its development that will allow to form balance between the realized services and their needs in the market. A model of strategic management of the hotel and restaurant business has been developed, which is focused on the existing social and economic level achieved in this area, resource potential and assessment of the initial conditions and opportunities for development. The main problems of the hotel and restaurant business have been identified, taking into account which will allow to achieve a positive result in the long run and to form a sufficient level of competitiveness of business entities. Originality. The organizational and methodological bases of formation of effective management of hotel and restaurant business which are based on theories of sustainable, competitive and innovative development that will allow to develop various scenarios of business development taking into account current and strategic factors are deepened. Practical value. The obtained results form an important methodological basis for improving the mechanisms of strategic planning and management of hotel and restaurant business entities, as well as allow to form competitive and functional strategies for their development in the long run. Key words: hotel and restaurant business, model of strategic management, stages of planning, business plan, current factors, strategic factors.

scholarly journals Problems of Strategic Management of Socio-Economic Development at the Regional and Municipal Levels

2019 ◽  
Vol 2018 (4) ◽  
pp. 101-106
Author(s):  
Алексей Нестеров ◽  
Alexey Nesterov
Keyword(s):  
Economic Development ◽  
Project Management ◽  
Strategic Planning ◽  
Strategic Management ◽  
Public Administration ◽  
Planning Process ◽  
Municipal Government ◽  
Regulatory Framework ◽  
Municipal Management ◽  
Socio Economic Development

The paper features the problems of strategic management of social and economic development at the regional and municipal levels. Currently, the legal and the regulatory framework that ensures the management of socio-economic development at the regional and municipal levels is quite dynamic and corresponds with the current conditions and challenges. The legal and regulatory framework in the field of strategic management is formed not only as an institutional basis for socio-economic development: it also represents a thoroughly developed system of methods and tools for developing strategic documents and ensuring their implementation. However, normative legal documents reflect, as a rule, a traditional view of the implementation of the strategic planning process, formed within the scientific schools of design and planning, with the inclusion of individual elements of advanced technologies of strategic management. Federal authorities have consistently formed the basis for the actual strengthening of the role of the methodology of strategic management in regional and municipal management. The consistent implementation of the program-target approach, the methodology of strategic planning, the principles of project management in the practice of state and municipal management forms the basis for applying the principles of agile public administration as the basis for strategic management in real-time. Independence, initiative, innovation, openness, agile, competence, and high motivation will increasingly determine success in the practice of state and municipal government. Hence, successful work on overcoming the resistance of the administrative bureaucratic management system will be a pledge of effective implementation and application of mechanisms and technologies of project management and agile public administration.

Strategic Planning in the Public Sector

2017 ◽  
Author(s):  
John Bryson ◽  
Lauren Hamilton Edwards
Keyword(s):  
Public Sector ◽  
Strategic Planning ◽  
Strategic Management ◽  
Organizational Performance ◽  
Organizational Capacity ◽  
The United States ◽  
Research Approach ◽  
Issues Management ◽  
Open Approach ◽  
Intermediate Outcomes

Strategic planning has become a fairly routine and common practice at all levels of government in the United States and elsewhere. It can be part of the broader practice of strategic management that links planning with implementation. Strategic planning can be applied to organizations, collaborations, functions (e.g., transportation or health), and to places ranging from local to national to transnational. Research results are somewhat mixed, but they generally show a positive relationship between strategic planning and improved organizational performance. Much has been learned about public-sector strategic planning over the past several decades but there is much that is not known. There are a variety of approaches to strategic planning. Some are comprehensive process-oriented approaches (i.e., public-sector variants of the Harvard Policy Model, logical incrementalism, stakeholder management, and strategic management systems). Others are more narrowly focused process approaches that are in effect strategies (i.e., strategic negotiations, strategic issues management, and strategic planning as a framework for innovation). Finally, there are content-oriented approaches (i.e., portfolio analyses and competitive forces analysis). The research on public-sector strategic planning has pursued a number of themes. The first concerns what strategic planning “is” theoretically and practically. The approaches mentioned above may be thought of as generic—their ostensive aspect—but they must be applied contingently and sensitively in practice—their performative aspect. Scholars vary in whether they conceptualize strategic planning in a generic or performative way. A second theme concerns attempts to understand whether and how strategic planning “works.” Not surprisingly, how strategic planning is conceptualized and operationalized affects the answers. A third theme focuses on outcomes of strategic planning. The outcomes studied typically have been performance-related, such as efficiency and effectiveness, but some studies focus on intermediate outcomes, such as participation and learning, and a small number focus on a broader range of public values, such as transparency or equity. A final theme looks at what contributes to strategic planning success. Factors related to success include effective leadership, organizational capacity and resources, and participation, among others. A substantial research agenda remains. Public-sector strategic planning is not a single thing, but many things, and can be conceptualized in a variety of ways. Useful findings have come from each of these different conceptualizations through use of a variety of methodologies. This more open approach to research should continue. Given the increasing ubiquity of strategic planning across the globe, the additional insights this research approach can yield into exactly what works best, in which situations, and why, is likely to be helpful for advancing public purposes.

scholarly journals The Level of Development of the Region as a Factor of Strategic Planning

2019 ◽  
Vol 15 (1) ◽  
pp. 80-88
Author(s):  
Vladimir Kornilovitch
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Public Attitudes ◽  
Cultural Development ◽  
The State ◽  
Management Systems ◽  
Russian Society ◽  
Management Activity ◽  
Social Management

The Object of the Study. Strategic planning as a type of government activity for the implementation of the state’s strategic management function. The Subject of the Study. Features of forming of public attitudes to state strategic planning in the conditions of different levels of modernization of the regions. The Purpose of the Study. Identification of sociological grounds for constructing a promising model of state strategic management. The Main Provisions of the Article. Strategic management is the highest function of the state. It is implemented by the authorities through the system of state strategic planning and a specific type of management activity - the development and implementation of strategies, projects and programs. The problem in the state strategic management is manifested in the fact that targeted actions of the authorities on the implementation of strategies, national projects and long-term development programs have unforeseen consequences. The continuing growth of territorial disproportions in the socioeconomic, and sociocultural development of cities and regions of Russiya indicates that the modernization of Russian society ir a spontaneous, fragmentary, rather than a manageable process. The article presents an analysis of the results obtained in the course of the study “Civil Expertise of the Problem of Reforming the Power-Management Vertical in the Context of Socio-Cultural Modernization Processes of the Regions: From Monitoring States to Forecasting Design” (RNF, 2015-2017, Head - Dr.S. A Tikhonov). On the basis of empirical data, the author demonstrates the potential of sociological tools in studying the properties of social management systems emerging at the municipal, regional and federal levels. It is proved that when a certain level of modernization of the region is reached, there is an increase in the influence of the subjective factor in management, which, along with others, determines the ability of authorities to achieve the planned results of long-term development. Differentiation of regions according to the level of socio-economic and socio-cultural development as well as the existing set of social management systems do not allow to implementat linear dependencies in management relations. The initial condition for constructing a new model of state strategic management is a combination of institutional, normative-value management ,and developming macro-technology at the federal, regional and municipal levels. �аз�c� ���� W� муниципальном уровне – менеджмент.

scholarly journals THE IMPORTANCE OF GE TOOL IN CHOOSING AND ASSESSING BUSINESS STRATEGY

2019 ◽  
Vol 26 (6) ◽  
pp. 1591-1596
Author(s):  
Elvis Elezaj ◽  
Njomza Elezaj
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Research Methods ◽  
Empirical Analysis ◽  
Business Strategy ◽  
Strategic Issues ◽  
The Impact ◽  
Evaluation Techniques ◽  
Selection Of ◽  
International Companies

The purpose of this paper is to recognize the importance of future forecasting, namely the process of strategic formulation (evaluation and selection of strategic alternatives), and the impact that this dimension can have in our business. However, during the compilation of this research, a number of research methods and studies have been used on applying evaluation techniques and selecting the strategy as an IE matrix, in international companies and application opportunities in Kosovo businesses. The study focuses on ways of strategic planning in local enterprises, their impact and results achieved. What this research tries to highlight is the ability to apply dimensions of the IE matrix and the correlation between matrix boxes and businesses. The model of this paper will include studies of international and local cases in order to derive an empirical analysis of data, where matrices will represent how we use strategic issues and how we strive to predict future and competitiveness. Regarding the concept of forecasting and competition, this segment is very dynamic and turbulent that the changes are visible, so through these techniques we will try to identify the environment and the ways of evaluating it. Therefore, the size of strategic management is a necessary and vital field for companies to plan their future and foresee the environment in which they operate so that their movements and actions can be realized with a loyal and honest competition.

ON THE ROLE OF MARKETING IN STRATEGIC MANAGEMENT

2016 ◽  
Vol 4 (1) ◽  
pp. 17-21
Author(s):  
Галина Резник ◽  
Galina Ryeznik
Keyword(s):  
Strategic Management ◽  
Management Systems ◽  
Practical Implementation ◽  
Practical Management ◽  
Planning And Management ◽  
Sharp Growth ◽  
Common Problems

The article reveals the role of marketing in strategic management. The reasons for the sharp growth in the value of strategic planning and management. Discusses approaches of foreign and domestic scientists to reveal the nature of strategic management. Presents the most common problems of practical implementation of strategic management systems in domestic practical management.

scholarly journals A study about strategic management at internal security and governors together with the leadership obstaclesİç güvenlikte stratejik yönetim ve liderlik kısıtlılığı ile mülki amirlerin durumuna dair bir çalışma

2016 ◽  
Vol 13 (3) ◽  
pp. 4487
Author(s):  
Cemal Öztürk
Keyword(s):  
Environmental Factors ◽  
Strategic Planning ◽  
Strategic Management ◽  
Public Administration ◽  
Security Management ◽  
Current Situation ◽  
Internal Security ◽  
The Road ◽  
Road Map ◽  
Important Solution

Strategic management, the road map for achieving the organization's goals and objectives, evaluating the environmental factors; ways and methods of an organization are followed to achieve the objectives; and it is the implementation of the Strategic Planning. Strategic planning is a tool that provides direction and meaning to an organization's daily operations. It relate these factors together with the desired future condition of organization by evaluating the values, the current situation and the enviroment of organization. Strategic management objectives; to create a continuous commitment to the organization's mission and vision, to maintain a sense of support and define the mission and vision and to create a clear focus on the strategic function of the organization In terms of action and decision-making processes.The presence and  attendance of any other public or private organizations depends on the existence and success of internal security organization, because management of internal security organizations affacts the environmental factors of all the other institutions.The classic and new approach to public administration in security management is also lacking and the most important solution to solve this problem is possible tohether with strategic administration. Strategic security management requires an operational structure that is more local and has a shorter intervention process. In addition to this, it is also possible to develop hybrid or situational security solutions (classical-modern or civil-militarist) in accordance with the current situation. A strategic security management model that, has mission with immediate intervention and highest level of smearing may be able to make the transition to a security system that is compatible with the basic philosophy of the public administration nowadays.Beside these, it is known governors and district governors do not make strategic plans.   They are being deprived of the opportunity to see the opportunities and dangers by making the strategic plan. There are some obstacles in front of the governors and district governors to be strategic leaders that make easy to show strategic approaches.Even though they have leadership qualities and features, for these obstacles it appears that the governors and district governors were also deprived of the benefits of strategic management.   ÖzetStratejik yönetim, çevresel faktörlerin de değerlendirilerek örgütün amaç ve hedeflerine ulaşması için yapılan yol haritası, bir örgütün amaçlarına ulaşmak için izleyeceği yol ve yöntemlerdir ve Stratejik Planlamanın uygulanmasıdır. Stratejik planlama bir örgütün günlük faaliyetlerine yön ve anlam sağlayan bir araçtır. Örgütün değerlerini, mevcut durumunu ve çevresini değerlendirip bu faktörleri örgütün arzulanan gelecek durumu ile ilişkilendirir. Stratejik yönetimde hedef; organizasyonun misyon ve vizyonuna sürekli bir bağlılık oluşturmak, misyon ve vizyonu destekleyen ve tanımlayan bir anlayışı devam ettirmektir, ayrıca eylemler ve karar süreçleri açısından örgütün stratejik işlevine dair açık bir odaklanma oluşturmaktır.Kamusal veya özel tüm diğer örgütlerin varlıkları ve devamları iç güvenlik örgütlerinin varlık ve başarısına bağlıdır, çünkü iç güvenlik örgütlerinin yönetimi diğer tüm kurumların çevresel faktörlerini etkilemektedir. Bu nedenle her örgüt ile iç güvenlik yönetimi birbirleriyle ilişkilidir. Son dönem kamu yönetimi yaklaşımları stratejik güvenlik yönetiminin önem kazandığını göstermektedir. Stratejik Yönetimin başlatıcısı olan, Stratejik Planların yapım ve uygulanma aşamasında illerde her bakanlığın tek tek temsilcisi olan valiler anahtar rol oynamaktadırlar. Vali ve kaymakamların İl İdaresi Kanunu başta olmak üzere mevzuattan ve fiili durumdan kaynaklanan mevcut etkin konumları gereği illerde Stratejik İç Güvenlik yönetiminin uygulanması için son derece vaz geçilmez pozisyonları bulunmaktadır.Bunların yanında Vali ve kaymakamların stratejik plan yapmadıkları görülmektedir.  Stratejik plan yapmayarak fırsat ve tehlikeleri görme imkânından yoksun olmaktadırlar. Vali ve kaymakamların kişisel olarak stratejik yaklaşımlar sergilemelerini kolaylaştıracak olan lider olmaları ya da liderlik yapmaları önünde de bazı engeller bulunmaktadır. Kendilerinde liderlik vasıf ve özellikleri olsa bile bu engeller nedeniyle Vali ve kaymakamların stratejik yönetim getirilerinden de yoksun olduğu ortaya çıkmaktadır.  

scholarly journals Strategic management by the regional economic development in public administration in Ukraine

2020 ◽  
Vol 45 (2) ◽  
pp. 127-134
Author(s):  
Kateryna Pastukh
Keyword(s):  
Economic Development ◽  
Strategic Planning ◽  
Strategic Management ◽  
Regional Development ◽  
Public Administration ◽  
Regional Economy ◽  
Regional Economic Development ◽  
Regional Economic ◽  
Ecological Development ◽  
Main Components

In a modern regional economy in Ukraine, there is a need to improve the mechanisms of strategic management by the regional economic development in public administration. Problems of the economic regional development in Ukraine explains the need to pay attention to strategic management by the regional economic development in the sphere of public administration. The issue of strategic management by the regional economic development in the sphere of public administration has been covered in the scientific works. But despite active scientific researches the strategic management by the regional economic development public administration in Ukraine isn’t still studied properly. The strategic management by the regional economic development in public administration in Ukraine have been investigated. The normative legal base of strategic management by the regional economic development in public administration in Ukraine are generalized. The main components of normative legal base of strategic management by the regional economic development in public administration in Ukraine are The Constitution of Ukraine, laws of Ukraine, Codes of Ukraine, Acts of the Cabinet of Ministers of Ukraine and others. The features of strategic planning of regional economic development in the sphere of public administration in Ukraine are considered. In today’s conditions, the state of regional socio-economic and ecological development in Ukraine require the improvement of provision of strategic management by the regional economic development in public administration in Ukraine. The ways for improving the provision of strategic management by the regional economic development in public administration in Ukraine are determined.

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