Interrogating Effectiveness of Strategic Management in Selected Public Sector Organisations in Anambra State Nigeria

2020 ◽  
Vol 9 (1) ◽  
pp. 65-86
Author(s):  
Agbazue , Dozie Malachy ◽  
O. , Nwobi Fidelia
Keyword(s):  
Public Sector ◽  
Strategic Management ◽  
Anambra State

Strategic Management in Turkey’s Public Sector: Reforms and Application Issues

2020 ◽  
Vol 20 (4) ◽  
pp. 719-734
Author(s):  
Güldenur Aydın ◽  
Israel Nyaburi Nyadera ◽  
Murat Önder
Keyword(s):  
Public Sector ◽  
Strategic Management ◽  
Public Sector Reforms

Strategic Management in the Public Sector: Reflections on It’s Applicability to Iranian Public Organizations

2010 ◽  
Vol 11 (4) ◽  
pp. 385-406 ◽  
Author(s):  
Hassan Danaee Fard ◽  
Asghar Moshabbaki ◽  
Tayebeh Abbasi ◽  
Akbar Hassanpoor
Keyword(s):  
Public Sector ◽  
Strategic Management ◽  
Public Organizations ◽  
The Public

Enriching Public Sector with Strategic Management

2012 ◽  
Vol 2012 (1) ◽  
pp. 10788
Author(s):  
Anil C Patel ◽  
Mahesh P Joshi
Keyword(s):  
Public Sector ◽  
Strategic Management

Public Employee Compensation and Its Role in Public Sector Strategic Management.

ILR Review ◽  
1994 ◽  
Vol 47 (2) ◽  
pp. 345
Author(s):  
Renae F. Broderick ◽  
Gilbert B. Siegel
Keyword(s):  
Public Sector ◽  
Strategic Management ◽  
Public Employee ◽  
Employee Compensation

ABSORPTION AND INTENSITY OF ENTREPRENEURISM IN A LARGE BUSINESS ENTERPRISE - STUDY OF STEEL AUTHORITY OF INDIA LIMITED

1997 ◽  
Vol 05 (02) ◽  
pp. 137-150
Author(s):  
ASHOK KUMAR ◽  
HARI HARAN
Keyword(s):  
Public Sector ◽  
Strategic Management ◽  
Rating Scale ◽  
Future Research ◽  
Business Enterprise ◽  
Managing Change ◽  
Point Rating Scale

This paper presents the findings of the study of a large public sector corporation in India where entrepreneurial initiatives were taken to respond to drastic changes in the business and economic scenario and the emerging need of globalisation. Using a framework of strategic management, the process of absorbing entrepreneurship has been traced and efforts have been made to quantify the intensity of entrepreneurism by administering an instrument of six point rating scale to 210 executives. The study has brought out that the process of absorbing entrepreneurship through certain initiatives has been useful to this corporation in managing change successfully. The intensity of entrepreneurism is between moderate to high which can be further strengthened by concentrating more on assessing external opportunities and creating a climate of taking benefits from these opportunities by applying creativity. The paper also outlines the areas for future research in organisational entrepreneurism.

scholarly journals An intergrated strategic management model to navigate the establishment of transport authorities

2003 ◽  
Vol 1 (2) ◽  
Author(s):  
Chris A. Geldenhuys ◽  
Louis Naudé ◽  
Theo H. Veldsman
Keyword(s):  
Public Sector ◽  
Strategic Management ◽  
Performance Monitoring ◽  
Pilot Project ◽  
Strategy Implementation ◽  
Management Model ◽  
Management Of Change ◽  
The Public ◽  
Strategic Intent ◽  
Choice Strategy

This research covered the strategic intent for the transport industry and an overview of Transport Authorities in the municipal sphere of government. Representative sets of strategic management and change navigation models, as well as Swanepoel’s (2001) model being used in the management of change in the public sector, were reviewed. An integrated strategic management model, which incorporates principles from strategic management and change navigation, is proposed for navigating the establishment of Transport Authorities. This model consists of six phases, namely: Awareness and Mobilisation; Strategic Synthesis and Choice; Strategy Crafting; Strategy Implementation; Performance Monitoring and Review; and Stabilisation. Recommendations follow regarding the validation of the model in a pilot project. OpsommingHierdie navorsing het gefokus op die strategiese oogmerk vir die vervoerindustrie en ’n literatuuroorsig van Vervoerowerhede op munisipale regeringsvlak. Verteenwoordigende modelle vir strategiese bestuur en veranderingsbestuur, asook Swanepoel (2001) se bestuursmodel wat aangewend word vir die bestuur van verandering in die openbare sektor, word bespreek. ’n Geïntegreerde strategiese bestuursmodel, wat die grondslae van strategiese bestuur en veranderingsbestuur inkorporeer, word voorgestel om die stigting van Vervoerowerhede te stuur. Hierdie bestuursmodel bestaan uit ses fases, naamlik: Bewuswording en Mobilisering; Strategiese Analise en Keuse; Strategie Formulering; Strategie Implementering; Prestasiemonitering en Hersiening; en Stabilisering. Aanbevelings word gemaak rakende die bekragtiging van die model in ’n proefprojek.

scholarly journals An Overview on the Public Relations Strategic Management in Public Sector Organizations

2019 ◽  
Vol 5 (1) ◽  
pp. 73-80
Author(s):  
Darmawan Sidiq ◽  
Rudy M Harahap
Keyword(s):  
Public Sector ◽  
Literature Review ◽  
Public Relations ◽  
Strategic Management ◽  
Public Communication ◽  
The Public ◽  
Tailored Messages ◽  
Public Sector Organizations ◽  
Communication Programs ◽  
Basic Concepts

Public relations are an important aspect that must be considered by public sector organizations to achieve its objectives. Strategic management is a valuable tool to aid public sector organizations in developing its public communication programs regarding the public relations. This paper attempts to explore the basic concepts that is important regarding the issue through literature review of several previous studies on public relations strategic management in public sector organizations. From these literature, this paper concludes that in order to achieve its public relations objectives, public sector organizations will have to: identify the groups that make up the public, understand the positioning of the organizations as well as the public groups; choose the best public relations strategy; and formulate the tailored messages to be communicated to each public groups according to the strategy chosen by the organization.

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