Strategic Management For The Public Services
1st Edition
Published on 1. April 1999
224 pages
978-0-335-23196-6 (ISBN)
Description
This is an accessible introduction to the theory and practice of strategic management in the public sector.
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Paul Joyce
Strategic Management for the Public Services
Book
04/1999
Open University Press
€65.79
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Content
- Front cover
- Half title
- Series editor
- Title page
- Copyright
- Contents
- Series editor's preface
- Preface
- Acknowledgements
- Chapter 1 Introducing strategic management in the public services
- The importance of strategic management
- Defining strategic management
- Models of strategic management
- Conclusions
- Chapter 2 Mission statements, performance and situational analysis
- Introduction
- Strategic analysis
- Overall strategy analysis
- Mission statements
- Goal-setting techniques
- Strategic vision and values
- Analysis performance issues
- Benchmarking
- Environmental assessment
- Market research
- Stakeholder analysis
- Tables of values
- Resource analysis
- SWOT analysis
- Strategic issue analysis
- Conclusions
- Chapter 3 Strategic decisions and evaluation
- Introduction
- Selecting strategic options
- Need volatility
- Fiscal stress
- A typology
- Brainstorming and mapping techniques
- Carrying out a strategic appraisal
- Overall attractiveness of each strategic alternative
- Cost-benefit analysis
- Evaluation using stakeholder criteria
- Evaluating trade-offs and ensuring deeper appraisals
- Risk analysis
- Appraisal of emergent strategies
- Strategy evaluations at the end of implementation
- Conclusions
- Chapter 4 Systems and implementation
- Introduction
- The implementation challenge
- Strategic planning systems
- Budget setting and operational planning
- Integrating budgeting and planning processes
- Strategic budgets
- Functional strategies
- Strategic implementation
- Pilot and demonstration projects
- Project management
- Conclusions
- Chapter 5 Strategic leadership
- Introduction
- Leadership qualities
- Visionary leadership
- Empowering leadership
- Trust
- Timing
- Drive
- Managing the emotions of change
- Strategic leaders, mission statements and strategic documents
- Strategic leaders and policy bodies
- Strategic planning processes and the inclusion of employees
- Involving professional employees
- Strategic leadership and learning organizations
- Conclusions
- Chapter 6 Coordination and cooperation
- Introduction
- Joint planning by health organizations
- Joint planning by professionals in primary healthcare
- Joint public service planning in community care
- Development strategy for networks
- Networks, forums and teams
- Conclusions
- Chapter 7 Strategy and crisis
- Introduction
- What is a 'crisis'?
- The causes of crisis
- Two views
- Crises, strategic networks and joint planning
- Scenario planning to anticipate crisis
- Open simulation
- Using monitoring and control systems
- Contingency planning
- Audits
- Crisis management in unexpected crisis situations
- Communicating to the public during a crisis
- Conclusions
- Chapter 8 Public-friendly strategic management
- Introduction: the public challenge
- Key issues of democratic accountability
- The governance agenda
- Patnerships
- Community achievement
- Consulting, surveying and involving citizens
- Community planning
- User reviews of services
- Programme planning model
- The public and whole systems development
- Conclusions
- Chapter 9 Transformational strategic management
- Introduction
- The case against strategic management in the public services
- Can strategic management and planning have an effect?
- Is strategic management and planning a political game?
- Politics matter
- The transformational strategy
- Strategic analysis for transformation
- Issues for transformational strategy processes
- Stakeholders, partners and collaboration
- Conclusions
- Appendix: Worksheets for comprehensive strategic planning
- Bibliography
- Index
- Back cover
