Strategic management is widely seen as essential to the public services, leading to better performance and better outcomes for the public. In fact, the private sector idea of strategic management has become so powerful in the public sector that politicians and policy makers have begun to talk about the importance of the modern state being strategic – and we may be witnessing the emergence of the Strategic State.
Strategic Management for the Public Sector draws on experience and research from a range of countries and provides a theoretical understanding of strategic management that is grounded in the public sector. Drawing on the latest theory and research this text provides a fresh look at foresight, analysis, strategic choice, implementation and evaluation. This book also offers original and detailed case studies based on up to date evidence from different public sector settings, helping the reader to build on their understanding of theories and concepts presented earlier in the book.
Strategic Management for the Public Sector has been written specially for managers and students taking postgraduate courses such as MBAs and MPAs. It will also appeal to individual managers and civil servants in the public sector looking for an accessible book to read as part of their own independent personal development.
‘The potential of strategic management to improve public services and governance has been the holy grail of 21st century public sector reform. In this book, Paul Joyce one of our most experienced commentators and perceptive thinkers provides a lucid, accessible and erudite guide to the latest theory and practice. A brilliant introduction for both students and practitioners’ - Pete Murphy, Director, International Centre for Public Services Management, Nottingham Business School, UK
‘Paul Joyce has written a very useful introduction to public-sector strategic management. I particularly value the comparative approach, detailed review of important contributions to the literature, many examples, useful figures, and intriguing discussion of the possibilities for a more 'strategic state.’’ - John M. Bryson, McKnight Presidential Professor of Planning and Public Affairs, University of Minnesota, USA
'This is an excellent addition to the strategy literature; filling a theory/practice gap in strategic knowledge and understanding at the heart of governments in various state settings. It effectively updates and augments existing strategy models with original 'insider' case materials. This book will appeal to a wide academic, policy and practitioner readership' - Professor Joyce Liddle, Co-Director, CERGAM, Institut de Public Management and Territoriale Gouvernance, Aix-Marseille Universite, France
‘This book provides a clear and illuminating introduction and discussion of the theory and practice of strategic management in the public sector. It contains a series of examples that are thoughtfully explored and placed within their overall political and administrative context.’ - Andrew Massey, Professor of Political Studies, University of Exeter, UK
‘Theories and practices on strategic management in the public sector have to be connected and arguably reconciled. This is exactly what this book aims to do. Practitioners will find several case studies and models of practical guidance for strategic management in their organizations; whilst researchers will be invited to revisit the concept of the strategic state which is at the interface between politics, policy making and public management’ - Anne Drumaux, Professor and Academic Director at Solvay Brussels School in Economics and Management, Université Libre de Bruxelles, Belgium
‘Professor Joyce gives a good overview of the current challenges of strategic management in the public sector. In this book theory, methods and practice have been successfully combined as an up-to-date presentation which is summarized with the new idea of the strategic state.’ - Ismo Lumijärvi, Professor, School of Management, University of Tampere, Finland
‘This is a unique and valuable book, which covers and tackles various aspects of strategic management and provides interesting cases and evidence from so many different countries. It is the perfect balance between theory and practice. That’s what is so important for our community interested in strategic management - academics, students and practitioners.’ - Assoc. Prof. Jurgita Siugzdiniene, dean of the Faculty of Social Sciences, Arts and Humanities at Kaunas University of Technology, Lithuania.
Part I: Introduction 1.Introducing strategic planning and management Part II: Strategic Decision-Making 2.Different national experiences of planning 3.International case studies 4.Strategic Policy-Making 5.How to do strategic planning 6.Theories and Research: Inspired by the Private Sector 7.Theories and Research: Practice, Politics and Managing Part III: The Strategic State 8.Politics and planning in the UK 9.Strategic planning as a tool for reforming public services 10.The strategic state Part IV: Conclusions 11.Developments, a map and taking stock
Routledge Masters in Public Management is a series of original texts which offers students and practitioners a concise, coordinated and comprehensive learning resource.
The series benefits from a coordinated format, including the use of such pedagogical features as learning points, text boxes, annotated further reading and questions for further discussion. Each volume in the series stands in its own right as a textbook which is essential reading for a particular module in a public management degree scheme. Taken together, the series offers an integrated and up-to-date collection of core textbooks and supplementary reading that can provide the backbone of any student’s study of public management – whether based upon an MBA or MPA programme, a stand-alone course or through a period of individual study. Taking an expert look at an increasingly important and complex discipline, this is a groundbreaking series.
The resources represented in this series go beyond the “toolkit” or “recipe” format which does not reflect the way working in the public sector actually happens. Rather, the series encourages the reader to develop the core managerial skills and critical thinking required to excel in this discipline.