Administration of public institutions

Public Administration and Administration of Public Institutions

The objective of this work is to examine strategic management and the essential elements of strategic planning and to examine the concept behind benchmarking and how benchmarking can achieve the improvement of public sector efficiency and effectiveness. Finally, this work will answer the question of whether the writer of this work would prefer to work for a leader with an autocratic, democratic, or laissez-faire style and address whether there might be circumstances where autocratic leadership might be preferable and more efficient? (What are they?) Are there circumstances where laissez-faire leadership might be appropriate? (What are they?)

Strategic Management & Essential Elements of Strategic Planning

Strategic management is a set of skills possessed by managers that are utilized throughout the organization and in a wide range of functions. The focus of strategic management is stated to refer to "the art of planning" or business planning "at the highest possible level" and to be such that is the responsibility of the leadership of an organization. The focus of strategic management is "on building a solid underlying structure" to the organization that will "subsequently be fleshed out through the combined effort of every individual you employ." (All Business Management Theory, 2009)

Strategic management is stated to hinge on addressing three specific questions: (1) What are the business objectives? (2) What are the best methods of achieving those objectives? And (3) What resources are required to make that happen? (All Business Management

Theory, 2009)

The work of Dess, Lumpkin and Taylor (2004) entitled: "Strategic Management: Creating Competitive Advantage" states that for the organization to experience success "employees and managers throughout the organization must be striving for common goals and objectives." (Dess, Lumpkin and Taylor, 2004) the specification of desired results makes it much easier for the organization to move forward however "when no one knows what the firm is striving to accomplish they have not idea of what to work toward." (Dess, Lumpkin and Taylor, 2004) Priorities are expressed through goals and objectives that are stated and that "form a hierarchy of goals" including the organization's vision, mission, and strategic objectives." (Dess, Lumpkin and Taylor, 2004)

II. Concept of Benchmarking & Achievement for Improving Public Sector Performance

The work of Rondo-Brovetto and Saliterer entitled: 'Local Government Benchmarking as an Instrument for Improving Performance and Competitiveness' states that benchmarking is a "widely used form of performance measurement, both in the private and public sectors..." (2007) it is additionally stated that benchmarking makes provision of a method of affecting change that is proactive in nature. Benchmarking assessment for the public sector organization is conducted both qualitatively and quantitatively. Rondo-Brovetto and Saliterer state that the 'Four E's of Performance Measurement' in benchmarking are those of:

(1) economy;

(2) efficiency;

(3) effectiveness; and (4) equity. (2007)

Public sector benchmarking is defined in the work of Spendolini (1992) as "a continuous, systematic process for measuring, comparing, evaluating and understand the products, services, functions and work process of organizations for the purpose of organizational improvement.

Benchmarking occurs in a cycle with the first step stated as crucial and involving "planning and target setting." (cited in Rondo-Brovetto and Saliterer, 2007) the second step is stated as comparison and analysis with the third step being 'action' followed by the fourth step of 'evaluation'. The benchmarking cycle then repeats itself. (Rondo-Brovetto and Saliterer, 2007)

III. Preferred type of Leader & When the Autocratic Leader is preferable and more Efficient

The work of Kurt Lewin and colleagues in 1939 resulted in the identification of three leadership styles which are specifically regarding decision-making on the part of those in the role of leadership. Those three styles are stated as:

(1) autocratic;

(2) democratic; and (3) laissez-faire. (Lewin, Lippet, and White, 1939)

The autocratic style is one in which the decisions of the leader is made without consultation of others while the democratic style of leadership is one that involves others in decision-making. Finally the laissez-faire style of leadership tends to minimize the involvement of the leader in the process of decision-making.