Public Management
Strategic management born as a private sector management tool which after its development was taken by some public organisations Hughes (1993: 136). Ansoff (1990: xv) define strategic management as a “systematic approach to a major and increasingly important responsibility of general management: to position and relate the firm to its environment in a way which will assure its continued success and make it secure from surprises”. Following the “private sector” idea, Robbins (2006: 262) adds that organisation’s strategies must be planned, organised and controlled. To make a difference between private and public focus Walter (2003: 7) considered the Alliance for Nonprofit Management’s concept “is the application of strategic thinking to the job of leading an organisation...It entails attention to the big picture and the willingness to adapt to changing circumstances...”. In the same way, Common (2001: 242) suggests that public organisations should respond to changes and turbulences in the environment as private companies. As a result, strategic management has spread outward to new sectors. According to Robbins (2006: 264) among the new sectors are public, voluntary, education, health and religion. To Poister (1999: 311) strategic management is a continuous process which is focused in internal and external environment’s organisation, the relationship between them and its process and activities.
Nowadays, developed and developing countries are changing the traditional bureaucratic management and its bad procedures to competitive and responsive systems as a result of a management reform. This change should consider three issues. First, it’s necessary have people with high management skills. Second, the public sector don’t have adequate supervision and control systems and finally strengthen the response’ ability of these organisations (Kettle, 2005: 45). In this context Davis (1989: 17-18) argued that the reason why public sector decided applies private sector’s...
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