Suchergebnisse

"This book is an investigation into the evolving nature and consequences of strategic management in public governance. It is prompted by the practical as well as the academic interest in the application of strategic management to public governance and to the public sector. The main features of this book are its management focus, its use of published statistics and expert ratings to develop empirical insights into the capabilities and processes of strategic management in government, and its concern for practical relevance. Although this book deals with governments, it is a management book and not a political book. It is, in fact, a management book that "frames" strategic management in government as a tool of (or enabler of) the public governance process. This is relatively novel. The book's management focus has several themes, which can be summed up as comprising: the use by government of long-term strategic visions and strategies, effective management of the delivery of strategic visions and strategies, the performance of national governments, and the implications of strategic state capabilities for the quality of public services, for sustainability, and for managing strategic crises. This book will be relevant reading to researchers, scholars, advanced students, policy makers and public administrators in the fields of strategy, strategic management, and public governance"--

"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."--

Les responsables du gouvernement britannique ont d'abord cru qu'ils faisaient partie des gouvernements les mieux préparés à une pandémie. En juin 2020, la contradiction entre l'assurance initiale du gouvernement, d'une part, et l'agressivité et la virulence du COVID-19, d'autre part, était évidente. Le Royaume-Uni enregistrait l'un des pires taux de mortalité dus au COVID-19 au monde. Dans le présent article, nous examinons la réponse du gouvernement britannique au COVID-19 du point de vue de l'administration publique et de la gouvernance. À l'aide d'informations factuelles et de données statistiques, nous examinons l'état de préparation et les décisions stratégiques du gouvernement, la mise en œuvre de la réponse gouvernementale et la confiance du public dans le gouvernement. Remarques à l'intention des praticiens Les leçons possibles pour la mise en œuvre d'un contrôle de la situation sont : L'utilisation du principe de précaution pour établir des hypothèses de planification dans les stratégies gouvernementales afin de créer la possibilité d'une agilité gouvernementale pendant une pandémie. L'utilisation du rôle de leader du gouvernement central pour faciliter et permettre l'initiative locale et les réponses opérationnelles, ainsi que pour tirer parti des ressources et des atouts locaux. Le choix de réponses gouvernementales intelligentes qui tiennent compte des tensions entre l'objectif consistant à sauver des vies et les autres objectifs gouvernementaux, et la méfiance à l'égard des choix qui sont des compromis insatisfaisants. 2

The UK government's leaders initially believed that it was among the best-prepared governments for a pandemic. By June 2020, the outcome of the collision between the government's initial confidence, on the one hand, and the aggressiveness and virulence of COVID-19, on the other, was evident. The UK had one of the worst COVID-19 mortality rates in the world. This article explores the UK government's response to COVID-19 from a public administration and governance perspective. Using factual information and statistical data, it considers the government's preparedness and strategic decisions, the delivery of the government response, and public confidence in the government. Points for practitioners Possible lessons for testing through application include: Use the precautionary principle to set planning assumptions in government strategies to create the possibility of government agility during a pandemic. Use central government's leadership role to facilitate and enable local initiative and operational responses, as well as to take advantage of local resources and assets. Choose smart government responses that address tensions between the goal of saving lives and other government goals, and beware choices that are unsatisfactory compromises.