scholarly journals METHODOLOGICAL APPROACHES TO STRATEGIC PLANNING OF PUBLIC SECTOR INSTITUTIONS

2005 ◽  
Vol 11 (1) ◽  
pp. 3-15
Author(s):  
Juozas Bivainis ◽  
Živile Tunčikiene
Keyword(s):  
Public Sector ◽  
Strategic Planning ◽  
Strategic Management ◽  
Organizational Structure ◽  
Methodological Approach ◽  
External Environment ◽  
Strategic Decisions ◽  
Methodological Approaches ◽  
Management Approaches ◽  
Stimulation Of

In order to implement strategic planning institutions confront with a great number of problems the basic of which is the choice of methodological approach. In this article particularity of strategic management approaches within institutions is revealed. Special literature does not provide clear methodological recommendations for strategic planning of institutions. Opinions of strategic management commentators are more polemic than recommendations. In the literature two essential approaches to strategic planning are provided, i.e. prescriptive and emergent. Fulfilled researches create preconditions to specify and systematize essential characteristics of approaches. Prescriptive strategic planning can be defined by sufficient foresight of future, systemic complexity, necessary definition, large possibilities of formalization, one‐sided adaptation of strategic decisions with organizational structure, petty stimulation of initiative, stable consistency of planning steps. Emergent strategic planning can be defined by petty foresight of future, fragmentary complexity, weak definition, limited formalization, double‐sided adaptation of strategic decisions with organizational structure, large creativity, unstable sequence of planning steps. This characteristics are being handled as assumptions. According to the prescriptive approach they are favorable for preparing decisions, which are oriented to increase opportunities of institution strategic accordance with its environment demands. According to the emergent approach ‐ they are favorable for preparing decisions which are oriented to emerge institution potential for opportunities used. With regard to inside and external environment factors of institution which predetermine the choice of methodology, the regularities of coherency of factors and methodologies which are suggested to apply for integral combination of approaches in specific institutions situation are defined.

A Sustainable Approach for Organisational using Strategic Management

2020 ◽  
Vol 11 (2) ◽  
Author(s):  
Abdulla Almazrouei ◽  
◽  
Azlina Md Yassin ◽  
Keyword(s):  
Mortality Rate ◽  
Strategic Planning ◽  
Strategic Management ◽  
Crime Rate ◽  
External Environment ◽  
Police Department ◽  
Public Institutions ◽  
Abu Dhabi ◽  
The Public ◽  
The World

Strategic management have gained popularity in the public institutions to foster good delivery service to the public. The strategic planning enables organizations to establish a strategic match between the internal competency, resources and external environment. Majority of the successful organizations across the world use strategic management and planning as a tool that enables to optimize the operations and achieve maximum productivity with the resources. This paper reviewed on strategic management for organisations in Abu Dhabi especially for Abu Dhabi Police (ADP) force. It presents three strategic management theories which can be adopted by an organisation. This would help the organisation such as police department to reduce the increasing crime rate and mortality rate in UAE.

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.

Budgeting at the university: Organizational solutions and methodological approaches

2021 ◽  
Vol 22 (11) ◽  
pp. 1225-1242
Author(s):  
Ekaterina M. EGOROVA ◽  
Aleksandra V. GLUSHCHENKO
Keyword(s):  
Strategic Planning ◽  
Organizational Structure ◽  
Financial Management ◽  
Business Processes ◽  
Strategic Development ◽  
Economic Mechanism ◽  
Analysis And Synthesis ◽  
Methodological Approaches ◽  
The University ◽  
And Training

Subject. This article deals with the issues related to the creation and development of a new organizational and economic mechanism for the functioning of universities and the system of their budgeting. Objectives. The article aims to develop methodological foundations of the organization and mechanism for the budgeting implementation at modern universities that apply strategic planning and process-oriented organizational structure. Methods. For the study, we used analysis and synthesis, induction and deduction, systematization, and the systems and process approaches. Results. The article presents developed methodological foundations of the organization of budgeting at the university, based on advanced accounting, financial and management technologies that help determine the stages of university budgeting organization and describe their substantive characteristics. The article also defines the types of responsibility centers and budgets of the university. Conclusions and Relevance. Budgeting as the most important element of the intra-university mechanism of innovative strategic development of the university focuses on educational and research business processes. It helps plan specific goals, develop indicators of their achievement and justify the allocation of budgetary and extrabudgetary funds by the expected result of expenditure. The results of the study are intended for scientific and practical activities and training of specialists in the field of accounting and financial management.

RATIONALE FOR THE STRATEGIC DEVELOPMENT VECTORS AND LANDMARKS OF REGIONAL SOCIO-ECONOMIC SYSTEMS AND TERRITORIES

2021 ◽  
Vol 298 (5 Part 1) ◽  
pp. 24-27
Author(s):  
Larysa Skorobogata ◽  
Tetiana Okseniuk ◽  
Keyword(s):  
Strategic Management ◽  
Regional Development ◽  
Economic Systems ◽  
Special Importance ◽  
Strategic Decisions ◽  
Local Authorities ◽  
Strategic Development ◽  
Territorial Structure ◽  
Methodological Approaches ◽  
Regional Product

Reforming the administrative-territorial structure of Ukraine, designed to decentralize the powers and capabilities of local authorities, primarily by expanding the list of their financial capabilities, and helped increase the level of responsibility of local authorities for the level of development of their territories. In this context, the processes of strategic management and substantiation of methodological approaches to the choice of vectors of strategic development, based on specific indicators of regional development, available opportunities and resources, began to gain special importance. The Ukraine’s administrative-territorial structure reform, aimed to decentralize the powers and capabilities of local authorities, first of all, by expanding the list of their financial capabilities, contributed to increasing the level of local leadership responsibility for their subordinate territories level of development. In this context, the processes of strategic management and substantiation of methodological approaches to the strategic development vectors choice, based on specific indicators of regional development, available opportunities and resources, began to gain special importance. The purpose of the study is to carry out a comparative analysis of the regional socio-economic systems development in Ukraine and propose an approach to the strategic development vectors choice and determination of its landmarks in each region. In the article substantiated the necessity of forming a unified approach to identification the strategic vectors and landmarks of regional development. Carried out the analysis of the gross regional product per capita dynamics in Ukraine on the basis of the interval distribution series construction. Five groups of regions are characterized by the level of studied indicator development and substantiated possible vectors and landmarks of eir strategic decisions.

E-Participation and Citizen Relationship Management in Urban Governance

2013 ◽  
pp. 247-283 ◽  
Author(s):  
Jim P. Huebner
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Citizen Participation ◽  
Customer Relationship Management ◽  
Information Technologies ◽  
Urban Governance ◽  
Relationship Management ◽  
Customer Relationship ◽  
Methodological Approaches ◽  
Management Approaches

Citizen relationship management (CiRM) is a combination of management approaches and information technologies for improving citizen services and citizen participation used at all levels of government. As an adaptation of private sector customer relationship management (CRM), CiRM is experiencing significant public sector adoption rates globally. However, while private sector CRM has demonstrated significant impact in the private sector, CiRM benefits are limited, and particularly lagging in the area of citizen e-participation in urban governance. This chapter provides an overview of the scope of CiRM functionality, with particular regard to the CRM origins and CiRM extensibilities, to develop a broader perspective of CiRM’s capacity for addressing e-participation. Developing this perspective further, theoretical and methodological approaches to e-participation are presented and evaluated in four categories: generic CiRM participation models, e-government CiRM, democratic CiRM, and strategic CiRM. Further research opportunities are highlighted within the context of emerging organizational, technological, and societal trends.

scholarly journals Methodological approaches to assessing food security of special consumers

2021 ◽  
Vol 284 ◽  
pp. 07016
Author(s):  
Maxim Porvadov ◽  
Liliya Akhmetshina ◽  
Larisa Vlasenko
Keyword(s):  
Food Security ◽  
Comparative Analysis ◽  
Organizational Structure ◽  
Food Supply ◽  
Integrated Assessment ◽  
Methodological Approach ◽  
Regional Food ◽  
Methodological Approaches ◽  
Dynamic Subsystem

Food supply for special consumers is the most dynamic subsystem of the system of procurement for power ministries and departments. In modern conditions, its functioning should take into account the peculiarities of the organizational structure of units and the nature of the tasks performed. The aim of the study is to systematize the existing methods for assessing the food security of the region and develop a methodological approach to assessing the food security of special consumers. As a result of the analysis of the existing methods for assessing the level of regional food security, conclusions were drawn about the absence of a single universal methodology for assessing food security, a variety of criteria and assessment indicators, the impossibility of unification, and comparative analysis by territories in accordance with their specificity and zoning. A conceptual diagram of an integrated assessment of the level of food security of special consumers is proposed.

scholarly journals METHODOLOGICAL APPROACH TO CONDUCTING CORPORATE TECHNOLOGICAL FORESIGHT AND AN EXAMPLE OF ITS USE FOR A COMPANY IN THE OIL AND GAS SECTOR OF RUSSIA

2020 ◽  
pp. 76-84
Author(s):  
A. O. Alekseev ◽  
S. N. Maltsev
Keyword(s):  
Strategic Planning ◽  
Oil And Gas ◽  
Mutual Influence ◽  
Methodological Approach ◽  
Global Markets ◽  
Corporate Foresight ◽  
Methodological Approaches ◽  
A Company ◽  
Oil And Gas Sector ◽  
Corporate Level

A methodological approach for conducting a technological foresight at the corporate level has been proposed. A corporate foresight based on general methodological approaches used in world practice should take into account a number of additional factors imposed by the specifics of the industry and organization in order to obtain a list of priority technologies and technological directions relevant to the company’s activities. Methodological approach is based on the concept “Markets-Trends-Technologies”. Global markets research allows us to determine key problems and trends of society evolution in economic, social, political and other arears. The transition to the corporate level is carried out by identifying trends in the company’s industry. The methodology have described in detail the methods of attracting experts to assess the power of mutual influence of trends and technologies. The results of the assessment can be used for subsequent technological mapping in scientific and technical forecasting and strategic planning.

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