... challenge in satisfying its stated remit. Findings It considers whether an all‐embracing enterprise strategy – with clear ownership and shared commitment – is a realistic alternative to the more piecemeal approach we have experienced in the past. The issues are grounded in key lessons from systems...

... service. Following the steps of the “STAIR” (strategy, targets, assessment, implementation, results) model, public sector organisations in Greece are presented with the challenge of transforming themselves from rigid bureaucracies to strategically thinking and acting agencies. © MCB UP Limited 2003...

... of strategy and strategic partnering for smaller local authorities. The paper considers the extent to which the views of this group develop or interlink with the thinking around strategy, in the literature on strategy in the private sector, and with views of public sector strategic management, particularly...

... the department to work alongside the senior line managers, another indication of a strategic approach. National Health Service Human resources management Strategy United Kingdom The present UK Government has placed a particular emphasis on the value of strategic human resource management (HRM...

... policy was restated simply as: © MCB UP Limited 2002 Purchasing Strategy Public sector The Government’s first major statement on purchasing strategy was set out in a report to the Prime Minister in 1984, Government Purchasing: A Multi‐department Review of Government Contract...

... not readily lend themselves to designing public policy strategies to attract new residents, companies with jobs, tourists who spend money in the local economy or to discourage out‐migration. Perhaps, then, the more important and relevant of these geographical layers is the metro or regional area. In fact...

... level, could be the hard core/soft core organisation. In this organisation a small centralised hard core of corporate purchasing professionals is surrounded by a rather fluid soft core of business specialists. The hard core is responsible for the purchasing process, the strategy, professional...

... examined. This paper provides empirical evidence that much progress has been achieved in strategic procurement in government and suggests areas for continuous improvement. The purpose of this research has been to establish: Thompson (1996) argues that procurement strategy is a new field...

...Marie McHugh Focusing on one of the “Next Steps” agencies, explores the difficulties which many organizations experience in relation to the process of strategy implementation. States that agentization has created a need for public sector organizations to embark on strategic change. However...

... and senior officers in these organizations by focusing on the distinctions drawn between strategy, policy and operations. Argues that the language of policy has increasingly been replaced by the language of strategy and that this corresponds to the evacuation of policy questions from the local public sphere...

..., this time from a competitive positioning perspective, the rationale for adopting a customer responsive organizational stance in the UK HE sector becomes apparent. © MCB UP Limited 1995 Contingency planning Customer orientation Higher education Strategy In an environment which...

...David F. Birks There is great emphasis in local authorities for strategy development to reflect the characteristics and views of a local populace. Initiating research which effectively supports strategy development is problematic, as the gaps in strategists′ knowledge of a populace are not self...

...Damien D. Ejigiri Provides a framework for analysing and accomplishing programme objectives, both in the public and private sectors. The framework provokes analysis beginning from what is the business of an agency to determining the appropriate mix of strategies for accomplishing programme...

..., the agency′s board, and the professional staff. Suggests a general approach to a strategy for managing agencies: do the work envisaged in the founding legislation, while managing the primary relationships with Minister and Government and the Board, and monitoring the constraints of lateral relationships...