Implementation of ICT Strategic Plans in Public Organizations of Developing Countries

2018 ◽  
Vol 7 (2) ◽  
pp. 31-47
Author(s):  
Omari Gabriel ◽  
Dennis Lupiana
Keyword(s):  
Developing Countries ◽  
Service Delivery ◽  
Public Service ◽  
Internal Control ◽  
Strategic Plan ◽  
Public Organizations ◽  
Organization Culture ◽  
Control Mechanisms ◽  
Plan Implementation ◽  
Strategic Plans

This article describes how many public organizations today are embracing ICT; the use of ICT has become widespread in every aspect of the organizations' endeavors in supporting and evolving public service delivery. The widespread use of ICT has caused a serious reliance on ICT, which in this atmosphere involves business reengineering, change of organization culture which requires good management. ICT strategic plans as a managerial tool will rationalize ICT solutions and coordinate all efforts. It is noticed that public organizations in Tanzania are marginally use ICT; therefore, this article identifies internal control mechanisms and ICT challenges that affect ICT strategic plan implementation. Four public organizations were chosen and 24 respondents were interviewed from these organizations. Analysis of data showed both internal control mechanisms and ICT strategic plan executor capabilities affects ICT strategic plans implementation. Lastly, this article recommends public organizations to put in internal control mechanisms for successfully implementing ICT strategic plans as well as to address executor issues.

M-Government and Its Application on Public Service Delivery

2019 ◽  
pp. 1-14
Author(s):  
Vannie Naidoo ◽  
Thokozani Ian Nzimakwe
Keyword(s):  
Developing Countries ◽  
Global Change ◽  
Service Delivery ◽  
Public Service ◽  
Developed Countries ◽  
Future Research ◽  
Technological Changes ◽  
Government Sector ◽  
The Government ◽  
Improve Service Delivery

Technology has taken over every aspect of society. It is only fitting that governments embrace technological changes in society and develop m-government for the technologically savvy people of today's society. A global change that is transforming the government sector is the use of ICTs to improve service delivery. In this chapter, the following themes will be investigated and discussed: e-government, defining mobile government, different perspectives on mobile government, mobile government in developed countries, mobile government in developing countries, benefits and limitations of mobile government, way forward in implementing mobile government, and future research in areas of mobile government.

scholarly journals Implementing success factors for effective strategic plans implementation in public health facilities, in Namibia

2018 ◽  
Vol 5 (2) ◽  
pp. 430
Author(s):  
Abner Kukeyinge Shopati ◽  
Kabwebwe Honore Mitonga ◽  
Lydia Penomuntu Aipinge
Keyword(s):  
Success Factors ◽  
Strategic Plan ◽  
Healthcare Organization ◽  
Public Healthcare ◽  
Success Factor ◽  
Structural Dimension ◽  
Implementation Success ◽  
Plan Implementation ◽  
Strategic Plans ◽  
Operational Dimension

Background: Public healthcare organizations are implementing strategic plans modelling with the supposition that the outcome will be enhancing organizational effectiveness, efficiency and delivered superior healthcare services to its clientele. However, in Practices, a good strategy shall be a call for both actions and blueprint for success in responsive to the need it was formulated to address. The aim of this research is to develop implementation success factors model (ISF) for effective strategic plan implementation in public healthcare organization in developing countries.Methods: The research utilized quantitative approach, a survey design and questionnaire was employed to collect data. The study used Gaskin’s CFA/SEM procedure and applies the SPSS 23 AMOS plugins, pattern matrix model builder (PMMB), master validity (MV), model fit measures (MFM) to validate and determine the interrelationships between variables.Results: Reviewing the literature, 20 variables were identified and implementing success factor (ISF) model with two major factors was developed, CSFs for strategic plan formulation and CSFs for strategic plan implementation. This model, in the order of effect, identified CSFs for strategic plan formulation: structural dimension (0.95), content dimension (0.75), operational dimension (0.34) and context dimension (0.23), CSFs for strategic plan implementation: operational dimension (0.70), structural dimension (0.47), contextual dimension (0.46), content (0.37).Conclusions: The research shows that developing implementation success factors model for effective strategic plan implementation in public healthcare organization in developing countries, it will be plausible to consider CSFs for strategic plan formulation and CSFs for strategic plan implementation. Structural equation modelling/CFA has been run to prove the validity of basic CSFs in this research.

Sensing Service Delivery: Pervasive Computing and Governance in Developing Countries

2013 ◽  
Vol 46 (02) ◽  
pp. 307-311
Author(s):  
Joshua Goldstein
Keyword(s):  
Developing Countries ◽  
Service Delivery ◽  
Pervasive Computing ◽  
Public Service ◽  
Recent Literature ◽  
Civil Servants ◽  
Social Outcome ◽  
Outcome Indicators ◽  
Principal Agent Problem ◽  
Local Politicians

Despite having transitioned to democracy, the governments of many developing countries still deliver poor public services as measured by social outcome indicators. Recent literature frames these issues of governance and public service delivery as a two-part principal-agent problem: civil servants are the agents of politicians and politicians are themselves the agents of the voters (Olken and Pande 2011). Much of this literature explores the determinants that drive citizens to demand better services (Pande 2011). Less attention, however, has been paid to understanding the behavior of the agents themselves and the interventions that can lead local politicians and civil servants to deliver better services.

scholarly journals The Relationship between Organization Structures and Performance in the Nigerian Public Sector

2020 ◽  
Vol 4 (2) ◽  
pp. 49-62
Author(s):  
Olanrewaju Yemisi Esther ◽  
Sanni Mubaraq ◽  
Lateef Saheed Ademola ◽  
Aliu Ismaila Daudu
Keyword(s):  
Public Sector ◽  
Service Delivery ◽  
Public Service ◽  
Internal Control ◽  
Organization Structure ◽  
Public Service Delivery ◽  
The Public ◽  
Public Sector Performance ◽  
Sector Performance ◽  
The Relationship

The main purpose of instituting good organizational structure as a parameter for public sector governance control practices is to resolve issues affecting the prudent management of resources to ensure effective public service delivery. However, quality of public service delivery only increased by an aggregate average of 2.4 percent from 2008 to 2017 as a result of poor organization structure. This implies that existence organization structure seems not useful due to the level of decay in public service delivery. Consequently, the present study assesses the relationship between organizational structure tools such communication with stakeholder, accountability and internal control on performance of Nigerian public sector. The study employed the two popular survey research instruments (questionnaire and interview) to collect data concurrently, analyzes separately and merged the results during interpretations. The target population for quantitative analysis is made up of Six (6) from each of the 175 MDAs in Nigeria as at December, 2018 while the study proposed Ten (10) participants for interviews. The quantitative data were analysed using descriptive and inferential statistic. The Partial Least Square Structural Equation Modelling (PLS-SEM) was used to test the hypotheses. The findings of the study from quantitative and qualitative analysis reveal that communication with stakeholder; accountability and internal control are positively and significantly associated with public sector performance. The study concludes that the three constructs proxied for organization structure have positive influence on the public sector performance. Therefore, the study recommends that all the heads of MDAs should lay more emphasis on transparency and accountability in order to be accessible independently by the public, the internal control system of MDAs should be regularly review and updated to achieve the stated public service objective and all MDAs staff should be training regarding the line of communication in public services in order to enhance public sector performance.

scholarly journals IMPLEMENTATION PROCESS OF STRATEGIC PLANNING AT DISTRICT GENERAL HOSPITAL

2019 ◽  
Vol 7 (2) ◽  
pp. 123
Author(s):  
Fiany Dharyanti ◽  
Sutopo Patria Jati ◽  
Dodik Tugasworo Pramukarso
Keyword(s):  
Strategic Planning ◽  
General Hospital ◽  
Implementation Process ◽  
Secondary Data ◽  
Strategic Plan ◽  
District General Hospital ◽  
Primary Data ◽  
Plan Implementation ◽  
Strategic Plans ◽  
Communication And Coordination

Background: A strategic plan is the main reference for the management in carrying out activities to be better and more developed according to the customer’s needs. A preliminary study on documents was conducted at the District General Hospital of Dr. (H.C) Ir. Soekarno in Bangka Belitung Province which has implemented a strategic plan. It showed that there were gaps between expectation and implementation of strategic plan.Aim: This study aimed to analyze aspects affecting the strategic plan implementation, including communication, resources, disposition, and bureaucratic structure.Methods: This study was a descriptive study using a qualitative approach. Primary data were obtained through in-depth interview with 10 (ten) informants while secondary data were obtained from document analysis. The data processing and analysis were done using content analysis. The research was conducted from 2 to 31 January 2019 at the District General Hospital of Dr. (H.C) Ir. Soekarno.Results: The findings showed that the implementation process of strategic plans has some gaps. They include (1) ineffective communication, (2) resource factor (lack of quality and quantity of Human Resources, inadequate information, insufficient effectiveness of budget utilization), (3) weak disposition of some implementers, and (4) irrelevant and unadjusted bureaucratic structure.Conclusion: The implementation process of strategic plan has not worked appropriately because some aspects, such as communication, resources, disposition, and bureaucratic structure are not well-provided. This study suggests that formulators should represent all elements. The strategic planning has to be formulated by involving internal and external parties.  Monitoring, evaluation, communication, and coordination among stakeholders have to be carried out. Resources need to be improved, and the hospital needs to develop organization structure and conduct disposition guide for executives and implementors.Keywords: implementation, strategic plan, hospital. 

Defining the Information Systems Strategic Plan for Public Service Delivery in the Digital Era

2019 ◽  
pp. 307-320
Keyword(s):  
Information Systems ◽  
Service Delivery ◽  
Public Service ◽  
Planning Process ◽  
Strategic Plan ◽  
Public Service Delivery ◽  
Digital Era ◽  
Research Findings ◽  
It Strategic Planning

Chapter 11 is the final chapter within Section 2 and specifically addresses the issue of defining and formulating the information systems strategic plan (ISSP) for public service delivery in the digital era. This chapter commences by discussing the key objectives of an ISSP and through this discussion links the lessons learnt through the research findings from Chapter 3. The chapter also examines the IS and IT strategic planning process and identifies the inputs for defining the ISSP. Basically, this chapter links the findings from the previous chapters to the ISSP input mechanism. Once this is completed, the chapter provides a step-by-step description for defining and formulating the ISSP document that is supported by examples.

Instrument to Measure the Impact of Hope in Strategic Plan Implementation

2021 ◽  
pp. 249-260
Author(s):  
Sarah E. Walters
Keyword(s):  
Value Chain ◽  
Organizational Context ◽  
Strategic Plan ◽  
Practical Application ◽  
Plan Implementation ◽  
Strategic Plans ◽  
Workplace Leaders ◽  
The Impact

This chapter addresses how Winston et al.'s “An Instrument to Measure the Impact of Hope in Strategic Plan Implementation” can be implemented within the workplace. Leaders should have a way to measure the impact of hope on strategic plans. Winston et al.'s instrument include three main theories: hope, expectancy, and value chain theories. This instrument is unlike any other tool to date in its conceptualization of employee hope in the organizational context. This chapter explains the validity, reliability, and practical application steps of Winston et al.'s instrument.

Modeling and Describing an Ontological Knowledge Framework for Integrated Public Service Delivery

2010 ◽  
pp. 79-94
Author(s):  
Sietse Overbeek ◽  
Marijn Janssen ◽  
Patrick van Bommel
Keyword(s):  
Service Delivery ◽  
Public Service ◽  
Domain Knowledge ◽  
Public Organizations ◽  
Public Domain ◽  
Public Service Delivery ◽  
Knowledge Framework ◽  
Integrated Service Delivery ◽  
Integrated Service

Public organizations are moving away from their practice to supply common, non-electronic services by becoming more demand-driven and orientating on e-service delivery. The services that can be offered by such organizations are fragmented due to constitutional, legal, and jurisdictional limitations. Integrated service delivery can facilitate the process to let public organizations offer a collective bundle of electronic services to meet complex client demands. The main concepts for integrated service delivery are studied in this chapter and relationships, relational constraints, and interdependencies between the main concepts for integrated service delivery have been determined. This has been done by developing an ontology for integrated service delivery that is based on studying public domain knowledge from different viewpoints. The ontology can enable support for organizations that wish to participate in integrated service delivery processes and monitor the execution of services.

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