Strategic Management for the Public Services

by JOYCE

• ISBN13: 9780335200474
• ISBN10: 0335200478
• Edition: 1st
• Format: Paperback
• Copyright: 1999-04-01
• Publisher: Open University Press

Summary

This is an accessible introduction to the theory and practice of strategic management in the public sector. It is written for new and experienced managers, undergraduate and postgraduate students of the public services. Strategic Management for the Public Services:* provides an understanding of the theory of strategic management* introduces ideas which guide the effective practice of strategic management in the public services (and which do not copy blindly private sector habits)* gives conceptual tools and material (in the form of worksheets) which can be used to carry out analysis and planning* explores key issues for public sector managers including governance, involving the public, transformational strategies, managing crisis, and interorganizational strategic planning* draws on research from various countries* examines how strategic management can be applied and developed to help improve the public services

Author Biography

Professor Paul Joyce is Director of the Management Research Centre at the University of North London. He has researched strategic management in both public and private sectors, has taught public services managers internationally, and formerly worked in local government.

Table of Contents

Series editor's preface	ix
Preface	xi
Acknowledgements	xv
Introducing strategic management in the public services	1	(17)
The importance of strategic management	1	(1)
Defining strategic management	2	(4)
Models of strategic management	6	(11)
Conclusions	17	(1)
Mission statements, performance and situational analysis	18	(23)
Introduction	18	(1)
Strategic analysis	18	(1)
Overall strategy analysis	19	(2)
Mission statements	21	(2)
Goal-setting techniques	23	(1)
Strategic visions and values	24	(1)
Analysing performance issues	25	(3)
Benchmarking	28	(1)
Environmental assessment	28	(2)
Market research	30	(2)
Stakeholder analysis	32	(1)
Tables of values	33	(1)
Resource analysis	34	(2)
SWOT analysis	36	(1)
Strategic issue analysis	36	(4)
Conclusions	40	(1)
Strategic decisions and evaluation	41	(24)
Introduction	41	(1)
Selecting strategic options	42	(1)
Need volatility	43	(1)
Fiscal stress	44	(1)
A typology	45	(3)
Brainstorming and mapping techniques	48	(2)
Carrying out a strategic appraisal	50	(2)
Overall attractiveness of each strategic alternative	52	(2)
Cost-benefit analysis	54	(1)
Evaluation using stakeholder criteria	55	(1)
Evaluating trade-offs and ensuring deeper appraisals	56	(2)
Risk analysis	58	(1)
Appraisal of emergent strategies	59	(1)
Strategy evaluations at the end of implementation	60	(3)
Conclusions	63	(2)
Systems and implementation	65	(22)
Introduction	65	(1)
The implementation challenge	66	(1)
Strategic planning systems	67	(5)
Budget setting and operational planning	72	(2)
Integrating budgeting and planning processes	74	(2)
Strategic budgets	76	(1)
Functional strategies	77	(3)
Strategic implementation	80	(1)
Pilot and demonstration projects	81	(1)
Project management	82	(3)
Conclusions	85	(2)
Strategic leadership	87	(15)
Introduction	87	(1)
Leadership qualities	88	(1)
Visionary leadership	88	(1)
Empowering leadership	89	(1)
Trust	89	(1)
Timing	90	(1)
Drive	91	(1)
Managing the emotions of change	92	(1)
Strategic leaders, mission statements and strategic documents	92	(2)
Strategic leaders and policy bodies	94	(2)
Strategic planning processes and the inclusion of employees	96	(1)
Involving professional employees	96	(3)
Strategic leadership and learning organizations	99	(2)
Conclusions	101	(1)
Coordination and cooperation	102	(20)
Introduction	102	(1)
Joint planning by health organizations	103	(4)
Joint planning by professionals in primary healthcare	107	(2)
Joint public service planning in community care	109	(5)
Developing strategy for networks	114	(4)
Networks, forums and teams	118	(2)
Conclusions	120	(2)
Strategy and crisis	122	(17)
Introduction	122	(1)
What is a `crisis'?	123	(2)
The causes of crisis	125	(1)
Two views	126	(1)
Crises, strategic networks and joint planning	127	(3)
Scenario planning to anticipate crisis	130	(1)
Open simulation	131	(1)
Using monitoring and control systems	131	(2)
Contingency planning	133	(1)
Audits	134	(1)
Crisis management in unexpected crisis situations	135	(2)
Communicating to the public during a crisis	137	(1)
Conclusions	138	(1)
Public-friendly strategic management	139	(20)
Introduction: the public challenge	139	(1)
Key issues of democratic accountability	140	(2)
The governance agenda	142	(1)
Partnerships	143	(1)
Community achievement	144	(1)
Consulting, surveying and involving citizens	145	(1)
Community planning	146	(5)
User reviews of services	151	(1)
Programme planning model	152	(3)
The public and whole systems development	155	(1)
Conclusions	156	(3)
Transformational strategic management	159	(14)
Introduction	159	(2)
The case against strategic management in the public services	161	(1)
Can strategic management and planning have an effect?	162	(1)
Is strategic management and planning a political game?	163	(1)
Politics matter	164	(1)
The transformational strategy	165	(1)
Strategic analysis for transformation	166	(2)
Issues for transformational strategy processes	168	(2)
Stakeholders, partners and collaboration	170	(2)
Conclusions	172	(1)
Appendix: Worksheets for comprehensive strategic planning	173	(18)
Bibliography	191	(8)
Index	199