Role of Strategic Management in A-Level Coursework

Excerpt from A-Level Coursework :

What happens is the overall model for New Public Management was developed in 1997. Where, it was designed to provide a new way of managing various public services and projects. If Lynn had mentioned strategic planning in conjunction with New Project Management, many of readers could have assumed that the two different issues are interconnected. At which point, the effectiveness and the various benefits that are discussed could be limited, with many managers / administrators attempting to use a combination of the two. Over the course of time, this could cause the overall amounts of effectiveness to respond to different situations to become somewhat limited. To avoid having managers / administrators confuse the two different models, one could infer that Lynn intentionally did not mention strategic planning for this reason. (Lynn 231)

When you look at the second reason, the concept could be one that many politicians / administrators are paying lip service too; Lynn is trying to prevent New Project Management from being associated with the status quo. Where, many politicians would talk about how they have an effective system in place for managing various projects. Yet, beneath the surface they are mainly concerned about accountability and control. These two elements were often used as the most important parts for a variety of public works projects since the 1960s. Where, at first these elements would allow the various projects to begin. During the course of construction, the obvious weaknesses of these elements would allow costs to skyrocket for various projects, as no one seemed to have any kind of control, despite the system focusing on this aspect. Once the general public begins to see this, is when many politicians will talk about the need to spend and manage the various programs more effectively. In many situations, they will often discuss how the public sector needs to mirror the same kind of results as the private sector by using similar models. The problem, with using this approach is that it does not work well with public administrators. At which point, many politicians will seek out new management systems to show that they know how to effectively manage various projects. In the case of New Project Management, Lynn did not want to have many politicians and bureaucrats clinging to this new model, as their way to solve various issues within government. Instead, Lynn wanted to show this model as an alternative to status quo. Where, the administrators / managers could see this new model as an effective alternative, because it focuses on: providing measurable results. This is important, due to the fact that the overall objectives are completely different. To avoid any kind of confusion with the status quo, one could infer that Lynn would intentionally not discuss strategic project management. At which point, administrators can focus on the difference between the two models and will see how New Project Management could work well for a particular entity. (Lynn 231)

Bibliography

Berry, Frances. "Innovation in Public Management." Public Administration Review. Jul. 1994: 322…

Sources Used in Document:

Bibliography

Berry, Frances. "Innovation in Public Management." Public Administration Review. Jul. 1994: 322 -- 330. Print.

Berry, Frances. "State Agencies Experience with Strategic Planning." Public Administration Review. Apr. 1995: 159 -- 168. Print.

Lynn, Laurence. "The New Public Management." Public Administration Review. Jun. 1998: 231. Print.

Ring, Peter. "Strategic Management and Public Organizations." The Academy of Management Review. Apr. 1985: 276 -- 286. Print.

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