A Teaching Topic in Strategy and Implementation
The Meaning of Strategy in Public Management
This topic explores the specific meaning and role of strategy in public management. Strategy brings coherence and focus to one's actions, taking into account the predicted response of others. Strategic actions include: setting and articulating goals and missions; aligning strategy with mission; leading organizational change; and structuring networks and partnerships (Harvard MLD-110A).
Topic Learning Outcome: Upon mastering this topic, students will be familiar with the major concepts associated with strategic management, and will understand the importance of strategic thinking to effective performance in senior public service positions.
Core Concepts Associated With This Topic: Internal Consistency; Horizontal Policy Consistency; Incrementalism in Policy Reform; Plans; Policy Consistency; Strategic Governance; Incremental Costs (in public management)
Carleton PADM 5116F Policy Analysis and Contemporary Governance
Considine, M. (2005). "Making Public Policy: Institutions, Actors, Strategies." Cambridge, UK: Polity Press.
Harvard MLD-110A Strategic Management for Public Purposes
Mark Moore, "Creating Public Value: Strategic Management in the Public Sector," Harvard University Press, 1997, pp. 57-76
Michael Porter, "What is Strategy?"
Robert Kaplan and David Norton, "Integrating Strategy Planning and Operational Execution"
Henry Mintzberg, "The Strategy Concept 1: Five Ps for Strategy, California Management Review," Fall 1987, Vol. 30 Issue 1, p. 11-24
Donald F. Kettl, "The Global Revolution in Public Management: Driving Themes, Missing Links," Journal of Policy Analysis and Management, vol. 16, no. 3, pp. 446-462, 1997
Herman B. Leonard, "A Short Note on Public Sector Strategy-Building" (November 2002)
American PUAD 612 Public Administration in the Policy Process
Syllabus Section: Business Approaches to Public Administration: Objective setting, strategic planning, logic models, and performance measurement
Peter F. Drucker, “Managing the Public Service Institution,” The Public Interest 33 (Fall 1973) 43-60; also in Richard J. Stillman, Public Administration: Concepts and Cases, 2nd ed. (Boston: Houghton Mifflin, 1980), 256-264.
Harry Hatry, Performance Management (2006), 3-8.
“Introduction to Logic Models,” from W. K. Kellogg Foundation, Logic Model Development Guide, 2004, 1-13.
Beryl A. Radin, Challenging the Performance Movement (2006), 13-20, 115-16, 234-47.
Rutgers 26:834:522 Public Organizations
Hal G. Rainey. Understanding and Managing Public Organizations. John Wiley & Sons, Inc. 4th edition. Chapter 7: Strategy and decision making.
Sample Assessment Questions:
1.) Why is it necessary for senior public servants to think strategically? What are some possible advantages to a strategic approach to public sector management?
2.) What are some specific actions that can be identified as components of a strategic approach to public sector management?
3.) What are organizational goals? What is an organizational mission?
4.) Provide one example of an area of public sector management within which structuring networks and partnerships with entities outside of government is essential for a successful, strategic management approach.
Page Created by: Matthew Seddon; updated by Sean Goertzen and Ben Eisen on April 9, 2015