Kamu örgütleri ne kadar stratejik yönetilebilir? strateji kavramı, stratejik planlama/yönetim, kamu sektöründe uyum ve çelişkiler

Bir özel sektör modeli olan stratejik yönetim, kamu sektörünün yapısal karakteristikleri ve siyasi kontekst ile çeşitli uyumsuzluklar göstermektedir. Şartlara göre rekabet avantajı sağlayacak pozisyonu alabilme adına hız, etkinlik, esneklik vb. hususları temel alan stratejik yönetim, kamu sektörünün/politikalarının bazı temel karakteristikleri ile önemli çelişkiler ortaya koymaktadır. Uygulama biçimlerine (öncel plan- gelişen) ve temalarına (plan, motif, pozisyon, taktik ve perspektif) göre farklı strateji kavram/modelleri, kamunun yapısal dinamikleriyle incelendiğinde, kamuya özel, denge ve değişim arasındaki balansı yakalamış bir stratejik planlama ve yönetim teması gerekmektedir. Bu tema, hem gelişen hem de öncel plan içeren, ortak bir perspektif ve geçmiş motif/kalıplara dayalı, kamu yararı odaklı bir uygulama planı kapsamında faydalı olsa da, soyut ve çerçeve ifadelerden ibaret (bütçelendirme hariç) öncel bir planlama olmaktan öteye geçmez.

How far can thepublic organizations be strategically managed? strategy as a term, strategic planning/management and its compatibility-conflict in the public sector

Strategic management as a private sector model displays certain incompatibilities with the structural and procedural characteristics of the public sector as well as with the political context. Strategic management relies heavily on efficiency, effectiveness and flexibility to achieve competitive advantage and this notion portrays conflicts/disparities with the characteristics of public sector/policy. In this respect, there exists a need for an approach that is unique/specific to public organizations through the analyses of various concepts and models of strategy based on its formulation (deliberate vs. emergent) and different themes (plan, pattern, position, perspective, ploy). Such an approach should accommodate both emergent and deliberate formulation (the balance between stability-change), should also reflect patterns and a shared perspective which all are to be public good-oriented. In fact, however, such an approach would not go beyond a strategic planning effort that consists of abstract strategic goals and mostly lacks gap analysis, interim objectives, and quantifiable measures (excluding budgeting) due to the nature of public services.

___

Adalet-Bakanlığı (2010), Stratejik Planlama, web adresi: http://www.sp.gov. tr/documents/ planlar/AdaletBakanligiSP1014.pdf (10.01.2012).
Anderson, James E. (2003), Public Policy Making (5th ed.). 222 Berkeley, Boston: Houghton Mifflin Company.
Ansoff, Igor H. (1965), Corporate Strategy: An Analytic Approach to Business Policy for Growth and Expansion: McGraw-Hill New York.
Bardach, Eugene (2005), A Practical Guide for Policy Analysis: The Eightfold Path to More Effective Problem Solving: CQ Press Washington, DC.
Başbakanlık (2011), Stratejik Planlama, web adresi: http://www.sp.gov.tr/ documents/planlar/BasbakanlikSP1115.pdf (09.01.2012).
Birkland, Thomas A. (2005), An Introduction to the Policy Process: Theories, Concepts, and Models of Public Policy Making: ME Sharpe Inc.
Breul, Jonathan D. (2003), "The Government Performance and Results Act-10 Years Later", Journal of Government Financial Management, 52(1), 58-64.
Chandler, Alfred D. (1992), "Organizational Capabilities and the Economic History of the Industrial Enterprise", The Journal of Economic Perspectives, 6(3), 79-100.
Denhardt, Janet V., & Denhardt, Robert B. (2003). The New Public Service: Serving, not Steering. New York: M. E. Sharpe, Inc.
Dinçer, Ömer, & Yılmaz, Cevdet (2003), Kamu Yönetiminde Yeniden Yapılanma: Değişimin Yönetimi için Yönetimde Değişim.
Dobson, Paul, Starkey, Ken, & Richards, John (2004), Strategic Management: Issues and Cases: Wiley-Blackwell.
DPT (2009), Stratejik Planlama, web adresi: http://www.sp.gov.tr/ documents/planlar/DPT-SP0913.pdf (10.01.2012).
Drucker, Peter F. (2006), The Practice of Management: Harper Paperbacks.
Easton, David (1965), A Systems Analysis of Political Life: New York: Wiley.
EGM (2009), Stratejik Planlama. from http://www.sp.gov.tr/documents/planlar/ EmniyetGenelMudurluguSP0913.pdf (11.01.2012).
Erkan, Volkan (2008), Kamu Kuruluşlarında Stratejik Planlama, Türkiye Uygulaması ve Kuruluşlarda Başarıyı Etkileyen Faktörler (Vol. 23). Ankara: DPT Yayınları.
General-Accounting-Office (1996), GAO Report 1996 Managing for Results Key Steps and Challenges in Implementing GPRA.
Kamensky, John M. (1996), Role of the" Reinventing Government" Movement in Federal Management Reform. Public Administration Review, 247-255.
Kettl, Donald F. (2002), The Transformation of Governance: Johns Hopkins University Press.
Kingdon, John W. (2003), Agendas, Alternatives, and Public Policies (2003): New York: Longman.
Lee, Robert D., Johnson, Ronald W., & Joyce, Philip G. (2008), Public Budgeting Systems: Jones & Bartlett Learning.
Lindblom, Charles E. (1979), "Still Muddling, not yet Through", Public Administration Review, 39(6), 517-526.
Lynn, Laurence E. (2006), Public Management: Old and New: Psychology Press.
McCool, Daniel (1995), Public Policy Theories, Models, and Concepts: An Anthology: Prentice Hall.
Mintzberg, Henry (1987a), "Crafting Strategy", Harvard Business Review, Vol September - October 66-75.
Mintzberg, Henry (1987b), "The Strategy Concept I: Five Ps for Strategy", California Management Review, 30(1), 11-24.
Mintzberg, Henry (1994), "The Fall and Rise of Strategic Planning", Harvard Business Review, 72, 107-107.
Nutt, Paul C., & Backoff, Robert W. (1993), Organizational Publicness and its Implications for Strategic Management. Journal of Public Administration Research and Theory, 3(2), 209.
Porter, Michael E. (1996), Operational Effectiveness is not Strategy. Harvard Business Review, 74(6), 61-78.
Pressman, Jeffrey L., & Wildavsky, Aaron (1973), Implementation: How Great Expectations in Washington are Dashed in Oakland Berkeley, CA, University of California Press.
Quinn, James B (1980), Strategies for Change: Logical Incrementalism. Homewood, Illinois: Richard D. Irwin.
Radin, Beryl A (2003), "Caught Between Agenda: GPRA, Devolution and Politics", International Journal of Public Administration, 26(10-11), 1247-1257.
Ring, Peter S., & Perry, James L. (1985), "Strategic Management in Public and Private Organizations: Implications of Distinctive Contexts and Constraints", Academy of Management Review, 10(2), 276-286.
Rochefort, David A., & Cobb, Roger W. (1993), "Problem Definition, Agenda Access, and Policy Choice", Policy Studies Journal, 21(1), 56-71.
Skok, James E. (1989), "Toward a Definition of Strategic Management for the Public Sector", The American Review of Public Administration, 19(2), 133.
Steinberger, Peter J. (1980), "Typologies of Public Policy: Meaning Construction and The Policy Process", Social Science Quarterly, 61(2), 185-197.
Wholey, Joseph S., & Hatry, Harry P. (1992), "The Case for Performance Monitoring", Public administration review, 604-610.