Strategy in the Public Sector: A Guide to Effective Change Management

By Paul Joyce | Go to book overview

2
Assessing the Organisation

INTRODUCTION

A new or an existing chief executive must get an organisation ready for accepting a new strategic direction and for implementing strategic changes. A key aspect of getting the organisation ready is assessing its current functioning and instigating actions and alterations that bring about readiness for strategic developments. The new chief executive asks him- or herself: what kind of shape is this organisation in? Is it ready to embark on a new strategic direction?

The assessment largely consists of making judgements about the competence of the organisation in key areas. These judgements may be based on listening to the views of people throughout the organisation and analysis of written information. The judgements should be based on looking at the outcomes achieved by the organisation, and the quality of the services or products produced. In the future it may be increasingly based on a comparison of actual results and performance targets and quality standards in performance plans. In the past this has been difficult because of the gaps in management information systems.

Assessment of the organisation and the remedial action to bring it up to scratch are ongoing activities. They are not a one-off exercise timed to precede strategic analysis. However, chief executives in public sector organisations in complex and dynamic environments may feel that they do not have much time in which to make some initial judgements. They may even allow themselves

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Strategy in the Public Sector: A Guide to Effective Change Management
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Series Foreword ix
  • Preface xi
  • 1: A Model of Effectiveness 1
  • 2: Assessing the Organisation 17
  • 3: Paying Attention to Politicians 39
  • 4: Issue Management 51
  • 5: Vision 71
  • 6: Involving Managers and Employees 91
  • 7: Installing Management 103
  • 8: Engaging Others in the Organisation with the Vision or Strategic Intent 119
  • 9: Focus and Align 135
  • 10: Stabilising and Ensuring Targets Are Achieved 155
  • 11: Involving the Public 165
  • 12: Partnership Working 183
  • 13: Opening Up 199
  • 14: In Touch with the Public 211
  • Bibliography 231
  • Index 233
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