meaning of strategic management in the context of public

meaning of strategic management in the context of public

Studia i Materiały. Miscellanea Oeconomicae
Rok 18, Nr 3/2014
Wydział Zarządzania i Administracji
Uniwersytetu Jana Kochanowskiego w Kielcach
Rozwój regionalny w liczbach
Marta Włóka1
MEANING OF STRATEGIC MANAGEMENT IN THE
CONTEXT OF PUBLIC ADMINISTRATION
FUNCTIONING
Introduction
Now in the decade of the XXI century, the image of public sector, in the case
of many countries underlies inevitable changes, strictly connected with
intensification of environment, on the basis of which take place a number of
transformations likewise economic reorientations. Multitude of these conversions
is result of numerous challenges facing governments of each countries, both in the
area of social changes therein involving inter alia preferences and expectations of
society as well as changes of political or economic nature.
1. Management influence on organizational development
Without regard for distinctness of specificity of implemented solutions, their
common priority, oriented at increase of public sector units significance in the
context of process of satisfying community’s needs, focuses especially on
implementation of these activities, which aim at amelioration of public services
process. It takes place through emphasis on improvement their quality, process of
decentralization, implementation to their activity managerial techniques, growth of
collaboration between public sector units or giving them autonomy and at the
same time larger responsibility.
Essential significance in this aspect role plays the issue of theoretical
framework of management2 and its academic progression. Literature on the subject
1
2
Mgr Marta Włóka, doktorantka Wydziału Zarządzania Politechniki Częstochowskiej.
On the background of experiences of many units both in the private as well as public sector, over
time didn’t create one solely definition of management. This term by many authors is perceived as
difficult to defining. M. Parker Follet treats management as an ‘art of getting things through
61
indicates that on the background of mentioned changes, fundamental becomes
mutual attaching of practical and theoretical areas of management. According to
A. Frączkiewicz-Wronka, successive development of economy, society and policy
creates requirements for scientific work in the field of economy’s theory,
management or political sciences. Due to the increasing complexity of
contemporary organizations based on challenges of present reality, functioning of
many entities becomes more complicated. Thus management comprises one of the
most important determinants of social-economic development3.
Strategic management which comprises theme of this publication (next to that
kind of operations as analysis of customer’s satisfaction and assessment of
activity’s quality), presents solution, universally promulgated within the private
sector. In terms of mentioned problematic, it is so much important because its
assumptions and rules are borrowed from private sector organizations and
implemented to functioning of public sector units. This practice similarly as
decentralization process and increase of emphasis on autonomy chosen
individuals, expresses foundation of public management conception4.
3
4
people’ and through this concept expresses primary difference between managers and their teams,
within which managers perceives as people who aim at achieving of unit’s objectives by ‘directing
the efforts of others–not by performing the task himself’ and on the other hand the others perceives
as people who aim at achieving unit’s objectives ‘by performing the task himself’. P. C. Tripathi,
P. N. Reddy, Nature and functions of management [in:] Principles of management, 4th edition, The
McGraw-Hill Publishing Company Limited, New Delhi 2008, p. 2. Generally the management
term is understood as ‘working with and through other people to accomplish the objectives of both
the organization and its members’. P. J. Montana, B. H. Charnov, What is management: definition
and overview [in:] Management, Classical management theory, Organizational structures, Human
resource management, Work group dynamics and much more, Fourth edition, Barron’s
Educational Series, Hauppauge 2008, p. 1. Other definition of the management term leads on
achievement of unit’s objectives by using efficient and efficacious way based on management
functions, therein: planning, organizing, leading and controlling of unit’s resources. D. Samson, R.
L. Daft, The changing world of management [in:] Introduction to management [in:] Management,
Fourth Asia Pacific edition, Cengage Learning, South Melbourne 2011, p. 10. See also: R. Daft, R.
L. Daft, M. Kendrick, N. Vershinina, Innovative management for turbulent times [in:]
Management, Cengage Learning, Andover 2010, p. 7-9, Ch. Williams, Management [in:]
Introduction to management [in:] Management, 6th edition, Cengage Learning, Mason 2011,
p. 7-12.
Nowadays more important significance takes the issue of application of theory, ideas and models
of management in practice. By contrast their adaptation conditions real possibility of achievement
of assumptive objectives. A. Frączkiewicz-Wronka, Wstęp [in:] Zarządzanie publiczne – elementy
teorii i praktyki, Wydawnictwo Uniwersytetu Ekonomicznego w Katowicach, Katowice 2009,
p. 12.
S. Mazur, K. Olejniczak, Rola organizacyjnego uczenia się we współczesnym zarządzaniu
publicznym [in:] Organizacje uczące się, Model dla administracji publicznej, K. Olejniczak (ed.),
Wydawnictwo Naukowe Scholar, Warszawa 2012, p. 34. Mentioned approach to public
management relates to management reform in public sector understood as New Public
Management, which created in the late 1970s in Anglo-Saxon countries as response to applied at
that time rules of ‘Weberian’ public administration. This idea which assumptions are postulated in
many countries to this day, expresses alternative to classical bureaucracy through implementation
of methods and techniques used in private sector. S. P. Osborne, Public Governance and Public
62
From considered thematic point of view, essential significance role plays
therefore the issue of public sector, which essence has been presented in next part
of this publication.
2. The role of strategic management in activity of public sector units
Due to the multitude and difference of theories created over time, in view of
the public administration concept, literature on the subject focuses especially on
definitions presented by two scholars, operating in this field, namely: Woodrow
Wilson and Frank Good now, which expressed that public administration area
should be separated from policy and its daily confrontations. First of them,
i.e. Wilson phrased that ‘the business of government is to organize the common
interest against the special interest’ while second of them i.e. Good now,
postulated differentiation between policy (therein its functions) and administration,
within which policy is performed by administration. According to definition
established by M. Holzer and R. W. Schwester, public administration presents
manners of formulation and introduction of public policy, which comprises
connection of several strategies, based on management, namely: planning,
organizing, directing, coordinating and controlling. Strategies fulfilled in terms of
these practices are based on rules of democratic responsibility, therein mainly
formulating and introducing public policy. By contrast formal supervision more
and more is developed by including commercial and non-profit units5.
5
Services: ‘A Brave New World’ or New Wine in Old Bottless? [in:] The Ashgate Research
Companion to New Public Management, T. Christensen, P. Laegreid (ed.), The Ashgate
Publishing Limited, Farnham 2011, section 29. New Public Management is oriented at
improvement public services and increase of effectiveness of public sector units through emphasis
on ‘performance’, disaggregation, contracts, using market methods, and perceiving society as
customers. Ch. Pollit, G. Bouckaert, Comparative public management reform: an introduction to
the key debates [in:] Public management reform, A comparative analysis New Public management,
Governance, the Neo-Weberian State, Third edition, Oxford University Press, Oxford 2011, p. 10.
According to S. F. Goldfinch, the New Public Management idea is based on three fundamental
mutually correlated spheres, namely: ‘disaggregation, competition and incentivization’.
S. F. Goldfinch, Introduction [in:] International Handbook of Public Management Reform,
S. F. Goldfinch, J. E. Wallis (ed.) Edward Elgar Publishing Limited, Cheltenham 2009, p. 1. See
also: J. Łukomska-Szarek, M. Włóka, Theoretical Aspects of New Public Management, ‘Oraldyn
Fylym Zarsysy nr 10(46)’ 2012, p. 50-51. J. Łukomska-Szarek, M. Włóka, Teoretyczne podstawy
zarządzania
publicznego
[in:]
Współczesne
problemy
zarządzania
organizacją,
A. Wójcik-Mazur (ed.), Sekcja Wydawnictw Wydziału Zarządzania Politechniki Częstochowskiej,
Częstochowa 2012, p. 48-57.
According to authors, narrow approach to public administration presents similar ideas as public
management. Basically it highlights questions strictly connected with management problematic in
public and non-profit sector. Management in private sector on the other hand in contrast to public
management (which aims at achievement objectives and its mission) is oriented at making a profit.
Thus public management comprises imperative constituent of democratic rules which influences at
activity of management principles. M. Holzer, R. W. Schwester, Public Administration: An
Indispensable Part of Society [in:] Public Administration, An Introduction, M. E. Sharpe, Inc.,
New York 2011, p. 31-32.
63
H. A. Khan public administration treats as ‘management of government
affairs’. Other definitions in turn indicate that public administration is understood
on the one side as planning and management of human and material resources in
order to obtainment government objectives and on the other side is considered to
be a set of organizational and individual processes of enforcement law and its
principles, accepted by legislature, government and other authorities6.
Generally, public administration is treated as obligatory and joint activity for
all countries of the world. Without regard for location, its principal priority
comprises implementation of public policy established by decision-making bodies.
Differentiation affects only mentality, culture, scheme and operations of specific
countries. As per R. B. Denhardt, J. V. Denhardt and T. A. Blanc, fundamental in
terms of public administration is the issue of ‘public administrators’ and areas of
their activity which are identified with three functions of government (executive,
legislative and judicial), among them distinguish7:
· ‘managerial approach to public administration’, which links to executive
aspect and focuses on the issue of management and organizing of public
entities. It indicates that management in public sector has common
characteristics such as management in private sector, where the most
important role plays efficiency;
· ‘political approach to public administration’, which leads on legislative
aspect and centres on assuring constitutional protection throughout
establishment of legislation. The more significance gains effectiveness;
· ‘legal approach to public administration’ which affects judicial aspect, and
involves implementation and enforcement the law by executives in
exceptional situations.
Overall, the strategic management concept, which comprises primary theme of
this publication, itself expresses process of defining, appraising and introducing
strategies in order to achievement assumptive, unit’s objectives. Without regard
for nature of entities functioning it fulfills very important function in the context of
management oriented at obtainment success, because delivers structured scheme
of analysis containing a set of instruments and theoretical assumptions, necessary
to appraisal of internal and external environment of investigated unit and
following on from this, delivers rational approach to decision-making process8.
6
7
8
H. A. Khan, Introduction to public administration [in:] An introduction to public administration,
University Press of America, Lanham 2008, p. 1-3.
R. B. Denhardt, J. V. Denhardt, T. A. Blanc, Personal action in public organizations [in:] Public
Administration, An Action Orientation, Cengage Learning, Boston 2013, p. 4.
Ch. Jeffs, Core areas of the curriculum [in:] Strategic management, Sage Publications Ltd,
London 2008, p. 13.
64
G. A. Cole on the basis of Ansoff’s and McDonell’s definition of strategic
management presents that it ‘is a systematic management approach for managing
strategic change which consists of the following’9:
· allocation of organization by using strategy rules and performance
planning;
· strategic reaction in real time throughout management idea;
· methodical management of intolerance during strategy introducing.
Strategic management understood as management process of general unit’s aim
affects ensuring that current needs and enablers are sustainable with those future.
It perceives unit’s management from the general and blanket point of view. It
postulates that diverse components of strategic management should be correlated
in order to providing expected value to stakeholders10.
According to L. Partridge and M. Sinclair-Hunt, strategic management
indicates that processes of defining and introducing strategy are analogical parts of
strategic decision-making process, within which necessary is including of
operational managers. Mentioned operations of formulating and implementing
strategy are based on a set of broad, standardized activities, namely: thinking,
reflecting, appraisal, education, decision-making, designing, planning,
programming, managing change, etc.11.
On the background of afore mentioned assumptions of strategic management,
the primary role play especially the issue of operations, resources and ways of
9
G. A. Cole, Strategic management: the concept [in:] Strategic management: theory and practice,
2nd edition, Thomson Learning, London 2006, p. 4.
10
B. J. Witcher, V. S. Chau, Overview of strategic management [in:] Strategic management,
Principles and practice, Cengage Learning, Hampshire 2010, p. 6.Seealso: G. Gierszewska,
M. Romanowska, Analiza strategiczna przedsiębiorstwa, Polskie Wydawnictwo Ekonomiczne,
Warszawa 2009.
11
L. Partridge, M. Sinclair-Hunt, Introduction to strategic management [in:] Strategic management,
Select Knowledge Limited, Cambridge 2005, p. 4. Literature on the subject treats strategic
management as epistemic process characterized by high level of prescience of future occurrences,
which enables understanding both nature of units functioning inside of its, as well as outside of its,
i.e. environment therein its changes and challenges. In terms of this process very important role
plays identification of threats and opportunities and then adapted them to unit’s activity. Moreover,
in the context of strategic management, author presents defines it as deliberate, analytical and
creative process within which strategic planning comprises essence. A. C. Amason, An
introduction to strategic management [in:] Strategic management, From theory to practice,
Routledge, New York 2011, p. 7. Among key characteristics of strategic management distinguish:
the strategy concept, mission and vision. First of them, i.e. strategy presents operational and partial
ends which are oriented at achievement of overall organizational objective. Strategy encompasses
specific actions, realized by unit, directions on the basis of which unit heads and decisions which
takes in order to obtainment of desired level of success. Mission and vision, similarly as strategy
expresses the most essential objective of unit. Mission presents entity’s nature and its needs,
toward assumptive goals. Vision defines current and future image of existence of unit and
directions needful to their achievement. J. L. Thompson, F. Martin, Introducing strategy and
strategic management [in:] Understanding strategy and strategic management [in:] Strategic
management: Awareness and change, Cangage Learning, Andover 2010, p. 11.
65
objectives achievement. Notwithstanding the fact, that these rules, the most
commonly relate to private sector, over time (mostly, because of public
management reform) their analogy has become identical with policies used in
public sector12.
From the public administration point of view, as per J. Supernat‘ managerial
approach’ (which has been created on the basis of New Public Management)
presents common characteristics between public administration organizing and
commercial sector organizing13. The multitude of the strategic management
definitions suggests some scheme of actions, which should be applied by public
sector units. These operations are oriented especially at formulation of
development strategy based on analysis of environment’s occasions and challenges
both at the social (therein standard of society’s life) as well as economical level
(e.g. promotion of local progression)14.
The issue of strategic management in public administration is considered to be
instrument of administrating within which role plays fundamental function in the
context of decision-making processes, what is strictly connected with
rationalization of these operations. Thus, in this case the most important is
appropriate choice of directions of entity’s progression, taken by executives,
moreover incorporation of public managers (at all levels of organization) into
planning process, coordinating of decisions affected diverse level of functioning of
entity, creating abilities of anticipation as well as abilities of adjustment and
prevention, controlling of assumptive scheme and structure of activity. In view of
strategic public management necessary is generalization and specification of
vision, therein its development and intentions15.
Implementation of strategic management to public administration comprises
one of the many solutions consequent on reorganization of public sector over time.
This conception, current to this day expressed mission, vision, organizational
objectives and assessment of organizational condition, therein measurement of
12
J. Hermaszewski, Koncepcja zarządzania strategicznego w jednostce samorządu terytorialnego –
problemy organizacyjne [in:] Finanse publiczne, J. Sokołowski, M. Sosnowski, A. Żabiński (ed.)
Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu, Wrocław 2010, p. 219-228.
13
See also: A. Wójcik-Mazur, K. Wieczorek, New Public Management w kontekście zarządzania
administracją państwową [in:] Zarządzanie finansami, finanse publiczne, instrumenty rynku
finansowego, Zeszyty Naukowe Uniwersytetu Szczecińskiego Nr 766, Finanse, Rynki Finansowe,
Ubezpieczenia Nr 62, D. Zarzecki (ed.), Wydawnictwo Naukowe Uniwersytetu Szczecińskiego,
Szczecin 2013. K. Wieczorek, The use of the New Public Management in Activity of Public
Administration Units [in:] Management Trends in Theory and Practice, S. Hittmar (ed.), EDIS,
University Publishing House, University of Zilina, Zilina 2013.
14
J. Supernat, Administracja publiczna w świetle koncepcji New Public Management [in:]
Administracja publiczna, Studia krajowe i międzynarodowe, Zeszyty Naukowe Wyższej Szkoły
Administracji Publicznej w Białymstoku 2003, nr 2, p. 28-46.
15
B. Kożuch, Publiczne zarządzanie strategiczne, Zasady i metody [in:] Strategiczne zarządzanie
miastem, W teorii i praktyce Urzędu Miasta Poznania, Monografie i Studia Instytutu Spraw
Publicznych Uniwersytetu Jagiellońskiego, B. Kożuch, C. Kochalski, Instytut Spraw Publicznych
Uniwersytetu Jagiellońskiego, Kraków 2011, p. 7.
66
performance shortages, gives public managers larger area of accountability,
therein greater freedom to managing, organizing structure of unit, distribution
organizational resources and implementation of managerial methods and
techniques. Strategic planning in public administration which comprises basis of
strategic management focuses especially on decision-making process, essence of
taken decisions about desired, future image of unit and process of planning
instruments16.
Afore mentioned assumptions comprise only introduction to the strategic
management concept in public administration. Their development takes place in
next part of this publication.
3. The basis of strategic management in public administration
Among problematic of strategic management in public sector, analysis of
literature’s investigations leads on frequent and invalid using interchangeably the
strategic management and strategic planning terms. First of them encompasses
considerably broader area of functioning than strategic planning, which comprises
only its primary part. As presented contents, strategic management to this day role
plays fundamental role in the context of functioning of public sector units. Basic
impact on significance growth of strategic management in public administration
have: 1) Dichotomy between purchasers and providers – this trend distinguishes
service purchasers and service providers. First of them, centre on the best ways of
delivering public services to their customers, within which their activity is limited
only to process of delivering and cannot involve other operations
(e.g. organizing resources). Among their functions distinguish: defining what kind
of services should be provided, signing the contracts, adjusting conditions to
services process. Second of them, i.e. services providers are characterized by
‘qausi-commercial nature’ and wide area of commerce objectives, namely:
contractual, financial and strategic goals. 2). Striving for improvement of
performance – it is strictly connected with performance measurement by using
formal indexes and conclusions result from formal research. 3). Delegating of
decision-making processes- it sets an expansion of some provider units within
which specific departments become small official units, functioning on the basis of
common objectives. They are oriented at limitation of daily control by common
entities17.
Process of strategic management in public administration doesn’t comprise
only a way of achievement unit’s objectives but presents also cultural creative
approach to management in public sector. During the decision-making process it
16
F. Longo, Managing public reforms effectively: A strategic change management approach [in:]
Strategic change management in the public sector, An EFMD European case book, F. Longo,
D. Cristofoli, John Wiley & Sons Ltd, Chichester 2007, p. 14.
17
M. Prowle, Strategic management in the public sector [in:] The changing public sector:
A practical management guide, Gower Publishing Limited, Hampshire 2000, p. 31-33.
67
leads to confrontation between politician and public managers what influence at
increase of involvement and employees participation. Generally, process of
strategic management in public sector contains following elements18:
· Progress of beginning assumptions involving the area of strategic planning
process;
· Defining and specifying of empowerments;
· Progress and specifying of unit’s mission, vision and desired values;
· Appraisal of external unit’s environment;
· Appraisal of internal unit’s environment;
· Definition of the fundamental strategic aspects;
· Progress of strategy;
· Presentation of future, potential image of public organization.
Defining the one, standardized model of strategic management in public
administration is very difficult and even impossible. It results from complexity and
differentiation of specific public organizations activity. From the successive
development of public sector point of view, implementation of strategic
management carries many advantages especially in the long-term perspective, but
in reality it is possible only due to adequate introducing of strategic planning
process, what comprises the most difficult operation.
In the picture 1 presented modern approach to strategic management system
(with its fundamental components), formulated and adapted in public sector,
which contains amalgamation of two diverse strategic management systems,
developed by R. Kaplan, D. Norton and J. Bryson.
As results from picture 1, presented management system is beginning by
operation of developing strategy which contains establishment of several key
issues, namely introductory assumptions, therein strategy aim, following
processes, expected effects result from implemented strategy, moreover
formulation of mission, organizational long-term objectives and potential image,
which should consider stakeholders’ requirements. Strategic analysis understood
as part of this activity encompasses mostly assessment of internal and external
environment therein analysis of strengths, weaknesses, threats and opportunities,
on the basis of SWOT analysis19. Strategy formulating based on Norton and
Kaplan includes: funding and grants, risk management, proposition of customer
18
D. Cepiku, A. Bonomi Savignon, L. Corvo, Strategic management in Italian Ministries: An
empirical assessment of gains from gaps in reforms [in:] Reforming the public sector, How to
achieve better transparency, service and leadership, G. Tria, G. Valotti (ed.), Brookings
Institution Press, Washington 2012, p. 195.
19
See also: J. Łukomska-Szarek, TOWS/SWOT analysis as a tool for strategic management in local
self-governments, ‘Sovremennyj Naucnyj Vestnik Seria: Ekonomiceskie nauki nr 18 (130)’ 2012,
p. 85-99.
68
value, common social accountability, innovations, partnerships, productivity,
positioning20.
Picture 1. Strategic management system applied in public administration
organizations
Strategy planning
e.g. Strategy Map,
standards funding
Aligning the
organizationbusiness
and support units and
also employees
Planning the activities:
· fundamental processes
· planning of outcomes
and outputs
· budgeting process
· resouice productivity
Defining strategy:
· mission, vision,
desiredvalues
· strategic analysis
· strategy formulating
Strategic plan:
· StrategyMap
· BSC
Operational plan:
· budget
· dashboards
· prognosic of outcome
and efficiency
· need for recsources
Testing and adapting:
· analysis of
output/outcome
· efficiency analysis
· strategy correlation
· emerging strategies
Controlling and
learning:
· supervisions at the
operational as well as
strategic level
ACCOMPLISHMENT
· initiatives and processes
Resources: author’s own study based on: Technology One, Business, software, solutions, Strategy
challenges in the public sector [in:] Strategic management in the public sector, Improving
organizational intelligence, p.20, web site materials:
http://www.technologyonecorp.com/media/docs/Strategic_Mgt_Public_Sector_WP002_LR.pdf
(04.11.2013) on the basis of R. Kaplan, D. Norton, The execution premium: Linking strategy to
options for competitive advantage, Harvard Business School Press, Boston 2008, p. 8. J. Bryson,
Strategic planning for public and non-profit organizations, A guide to strengthening and sustaining
organizational achievement, 3rd edition, John Wiley & Sons, San Francisco 2004, p. 32-51.
The next operation, i.e. strategy planning focuses on progression of strategic
aims, measures, initiatives, etc., on the basis of ongoing strategic plan, budget plan
and ways of resources allocation. Aligning chosen aspects of organizational
functioning is considered to be necessary to effectiveness strategy implementation.
20
Technology One, Business, software, solutions, Strategy challenges in the public sector [in:]
Strategic management in the public sector, Improving organizational intelligence, p.9, web site
materials:
http://www.technologyonecorp.com/media/docs/Strategic_Mgt_Public_Sector_WP002_LR.pdf
(04.11.2013) on the basis of R. Kaplan, D. Norton, The execution premium: Linking strategy to
options for competitive advantage, Harvard Business School Press, Boston 2008, p. 155.
69
For example, employee alignment can be obtained through improvement of
communication. Planning the operations presents a number of targets and
initiatives involving resources allocation, processes of improvement and measures
instruments. The last two steps in presented strategic management system, relates
to monitoring and testing processes. First of them encompasses successive
assessment of implemented strategy in order to achievement information whether
strategy is functioning according to its assumptions, and second studies how
strategy, gets by challenges of strategic plan21.
Conclusion
Over time, public sector in many countries changes under the influence of a lot
of challenges result from environment. Without regard for the fact of multitude of
public sector reforms and following on from this their differentiated, without
exceptions, they are oriented at improvement of public services quality.
The strategic management issue, which comprises theme of this publication
presents one of many solutions applied in public sector organizations on the
background of public management reforms, therein New Public Management. By
many scholars, public executives and as well as public managers is considered to
be the best way of achievement organizational objectives and improvement of
public service quality. Moreover besides these mentioned aspects provides to
public entities new approach to organizational culture and collaboration.
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Technology One, Business, software, solutions, Strategy challenges in the public sector [in:]
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http://www.technologyonecorp.com/media/docs/Strategic_Mgt_Public_Sector_WP002_LR.pdf
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Abstract
The aim of this publication focuses on a role of strategic management in the
context of economic entity functioning, therein units of public nature, within
which an implementation of strategic management’s assumptions comprises one of
the fundamental area, adequate to public management paradigms, created as the
turn of the century (therein, especially New Public Management idea). This
publication performed on the basis of literature on the subject analysis, leads on
a number of advantages for public sector, resulted from activities application as its
part, which are typical of private sector, i.e. assumptions of strategic nature.
Znaczenie zarządzania strategicznego w kontekście funkcjonowania
publicznej administracji
Cel niniejszej publikacji skupia się na ukazaniu roli zarządzania strategicznego
w kontekście funkcjonowania podmiotów gospodarczych, w tym uściślając,
jednostek o charakterze publicznym, w aspekcie aktywności, których
implementacja założeń zarządzania strategicznego stanowi jeden z fundamentalnych obszarów adekwatnych do wykreowanych na przełomie wieków
i wdrażanych na ten czas paradygmatów zarządzania publicznego (w tym szczególnie New Public Management). Niniejsza publikacja opracowana w oparciu
o studia literaturowe wskazuje na szereg korzyści dla sektora publicznego,
wynikających z zastosowania w jego ramach działań typowych dla sektora
prywatnego tj. założeń o charakterze strategicznym.
MA Marta Włóka, post-graduate student in the Czestochowa University of
Technology.
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