香港大学 公共行政科入门 第一课营销.pptVIP

Dr. Helen K. Liu M 9:30 – 11:25 AM Jan 28, 2012 From Weinberg’s Lecture and Moore’s Book Elected chief executives Appointed officials Senior civil servants and key staff Officials who occupy oversight positions Private and nonprofit sector managers and service providers who produce primarily for government In the private sector, managers of a company: Create value for customers and shareholders Formulate and implement strategy to create value Market is testing ground for strategic success – value creation Same entrepreneurial role Public leaders need to be entrepreneurs who seek opportunities to use the assets of their organizations to create additional value for citizens, clients and the community. Same need for strategy - Public leaders must craft strategies to create value – what to do and how to do it? Settling questions of Public Value - In the public sector, leaders create value in the act of governing, so politics is the forum for deciding questions of value. Public leaders act as entrepreneurs seeking opportunities to create value – value for (insert your clients here). Public leaders craft strategy to create value – what to do and how to do it? Strategic choices about what value to create are determined through politics – council, constituency groups, parents, taxpayers, voters, patrons. - Provide substantive value to overseers, clients and beneficiaries - Be operationally and administratively feasible - Be legitimate and politically sustainable Authorizing Environment Operational Capacity Public Value Mark Moore’s Strategic Triangle 1. Bad strategy! Not what community wants Organization can’t produce No long-term value 2. Good strategy, poorly implemented! Lack of data about strategic component’s success Lack of acceptance of strategy Elements aren’t connected Authorizing Environment Operational Capacity Public Value Strategic Triangle and Performance Measurement Strategic Performance Measures Recall the Introducing Competition to Indy Case What publ