21758 Strategic Governance and the Business of Government

Subject level: Postgraduate

Handbook description

This subject draws from strategic management models for the public, private and nonprofit sectors and the previous studies of students. It helps them to develop a capacity for 'big picture' analysis, planning and implementation of strategy.

Subject objectives/outcomes

On successful completion of this subject students should be able to:

1. Identify issues and dilemmas relating to strategic public governance including 'big picture' strategic management concerns in terms of the business of government and public sectors.
2. Demonstrate knowledge of basic concepts of strategic governance and management at the public sector organisational level including the rational, linear 'normative', reasoned approach and the more intuitive, power behavioural aspects.
3. Use the knowledge gained to analyse the suitability and relevance of strategic governance and management models and approaches of governments and public sectors.

Contribution to graduate profile

All governments are required to make strategic decisions in terms of public governance. The supranational organisations like the World Bank strongly influence the strategic governance approaches of governments in developed and developing economies. Currently, many governments, globally including Australian and other Anglo-American polities, are still largely influenced by the principles of economic rationalism, derived from neo-classical economic ideas of the free market. Yet, in practice, strategic decision-making is rarely rational. Rather in the political arena, strategic decision- making is often ad hoc and influenced to a considerable extent by concerns about electability. Power and politics are predominant factors. Who benefits from the resultant strategic decisions and in whose interest such policies are derived is clearly at issue. Nevertheless, it is these policies, which also inform the direction of public sector organisational performance.

Teaching and learning strategies

Lectures, discussion groups, case studies and intelligence gathering assignments will be used to cover the major issues relating to this subject. Lecture and other teaching material and subject information will be available at UTS Online. In addition the lecturer will be available for individual consultation face-to-face or online throughout the semester.

Content

• Strategic public governance and the role of governments.
• The global context and the governance role of supranational organisations.
• The strategic influence of the think tanks, elite capitalists, management gurus and other interest groups on the strategic management decisions of governments.
• National, subnational and localised strategic considerations for governments including factor creation.
• 'Models' of strategic public governance.
• The origins of strategy (ancient and later military texts used as the basis for business strategy).
• Private sector models of strategic management (normative, competitive, emergent) and their relevance to the public sector.
• Alternative models of strategic management (stakeholder, vision, mission approaches) and their relevance to the public sector.
• Strategy, power and politics.
• Strategic leadership.
• Implementation of strategy (is this rational or political, or both?)
• Cases in strategic public governance.

Assessment

Recommended text(s)

Book of Readings

Indicative references

Ansoff, I. 1987. Corporate Strategy. Penguin. London.

Argy, F. 1998. Australia at the Crossroads. Allen and Unwin, St. Leonards, Australia.

Bayliss, J. and Smith, S. (eds). 1997. The Globalization of World Politics. Oxford University Press

Bozeman, B. and Straussman, J. 1990 Public Management Strategies. Jossey-Bass. San Francisco.

Clausewitz, von C. (undated 1832-1837?) (H. Gatzke trans. and ed.) 1942. 'Principles of War' in 1987. Roots of Strategy. Book 2. Stackpole Books: Harrisburg, PA.

David, F. R. 1991.Concepts of Strategic Management . (3rd edition). Merrill. New York.

Giddens, A. 2000. The Third Way and its Critics. Polity Press. Cambridge. UK.

Hamel, G. and Prahalad, C. 1994. Competing for the Future. Harvard Business School Press. Boston, Massachusetts

Hunger, J. D. and Wheelen, T. L. 1993. Strategic Management. Addison-Wesley. Reading, Massachusetts.

Hutton, W. 1995. The State We're In. Jonathon Cape. London

Hutton, W. 1998. the Stakeholding Society. Polity Press. Cambridge.

Jennings, K. and WestfallL, F. 1992. "Benchmarking for Strategic Action". Journal of Business Strategy. May/June.

Mintzberg, H. 1994. The Rise and Fall of Strategic Planning. Free Press. USA.

Morgan, G. 1993. Imaginzation. Sage. California.

Musashi, M. (Harris, V. Trans.). 1982. A Book of Five Rings. The Overlook Press. Woodstock. New York.

Nutt, P. and Backoff, 1993. R. Strategic Management of Public and Third Sector Organizations. Jossey-Bass. San Francisco.

Ohmae, K. 1995 "The Cartographic Illusion". Chapter 1 in The End of the Nation State. The Free Press. New York

Porter, M. 1990, 1999. The Competitive Advantage of Nations. Macmillan. London.

Porter, M. E. 1985. Competitive Advantage. Free Press. New York.

Quinn, B. 1980. Strategies for Change. Irwin. The Free Press. New York.

Rhodes, R.A.W. 1997. Understanding Governance. Open University Press, Buckingham. UK

Saul, J. R. 1992. Voltaire's Bastards. Penguin Books, Toronto.

Stewart, R. 1999. Public Policy - Strategy and Accountability. Macmillan. South Yarra.

Stiglitz, J. 2002. Globalization and its discontents. Penguin. London.

Thucydides. (Warner, R. trans.) 1954. The Peloponnesian War. Penguin. Harmondsworth.

Viljoen, J. 1994. 2000. Strategic Management. Longman Professional. Melbourne.