Abstracts - faqs.org

Abstracts

Political science

Search abstracts:
Abstracts » Political science

Walking the vision and walking the talk: transforming public organizations with strategic leadership

Article Abstract:

Strategic leadership can be used to transform inertia-laden organizations in the public sector. However, to be effective, leaders must take into account the unique demands of the public sector environment. Strategic leadership therefore requires a planning process that takes into account both the internal needs of a public sector organization and the expectations of its external constituency, the general public. Issues that need to be considered in this process include the origin of vision, leadership process factors and strategic planning questions, as these relate to the public sector's needs.

Author: Nutt, Paul C., Backoff, Robert W.
Publisher: Sage Publications, Inc.
Publication Name: Public Productivity and Management Review
Subject: Political science
ISSN: 1044-8039
Year: 1996
Strategic planning (Business), Leadership

User Contributions:

Comment about this article or add new information about this topic:

CAPTCHA


Institutionalizing learning organizations in the public sector

Article Abstract:

The adoption of the learning organization concept in the public sector requires a leap of faith since there is an evident lack of role model institutions that can be emulated. Unlike the private sector, which has been forced by competitive pressures to explore the learning organization concept, the public sector has little reason to embrace the idea. For this reason, the task of institutionalizing the concept in the cultural marrow of public-sector organizations takes on great importance. A case study of how a public-sector learning organization program can be pursued is shared.

Author: Dilworth, Robert L.
Publisher: Sage Publications, Inc.
Publication Name: Public Productivity and Management Review
Subject: Political science
ISSN: 1044-8039
Year: 1996
Public sector, Public administration

User Contributions:

Comment about this article or add new information about this topic:

CAPTCHA


Fashioning and sustaining strategic change in public organizations

Article Abstract:

A process by which public sector leaders can identify an integrated set of actions using teams comprised of key players to achieve strategic change is presented. Since meaningful strategic change entails finding the more important but often covert issues, the process involves issue diagnoses, drawing up innovative responses to key issues and aligning strategic action. The case of a mental health agency is used to illustrate significant points.

Author: Nutt, Paul C., Backoff, Robert W.
Publisher: Sage Publications, Inc.
Publication Name: Public Productivity and Management Review
Subject: Political science
ISSN: 1044-8039
Year: 1996
Government business enterprises, Public enterprises

User Contributions:

Comment about this article or add new information about this topic:

CAPTCHA


Subjects list: Methods, Management, Organizational change, Public institutions, Analysis
Similar abstracts:
  • Abstracts: Vision-based diagnosis: mobilizing for transformational change in a public organization. Service delivery impacts of TQM: a preliminary investigation
  • Abstracts: Value orientation and value profile of Nigerian public managers: implications for management practice. Hong Kong public administration under stress: the significance and implications of management paradoxes
  • Abstracts: Increasing affective organizational commitment in public organizations: the key role of interpersonal trust. Red tape and public service motivation
  • Abstracts: Science fiction and the cultural logic of early post postmodernism. Blues against Bush
  • Abstracts: Holding the CTBT hostage in the Senate: the 'stealth' strategy of Helms and Lott. Treaty on the Non-Proliferation of Nuclear Weapons
This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.
Some parts © 2025 Advameg, Inc.