This thesis considers the problems associated with the Australian Public Sector moving sometimes erratically towards strategic public management following substantial and wide ranging reforms over the last 20 years. In particular, this study examines public organizational planning and evaluates the extent to which private sector planning philosophies and methodologies have already and could be applied more relevantly to the public sector. The major proposition is that commercial planning methods and techniques can be used selectively to enhance agency planning and management effectiveness and efficiency. A specific application at Centrelink is considered for public service providers delivering high quality government services as part of a purchaser/provider relationship. Strategic planning and management theory and models are reviewed and a progressive stages model is developed for the APS. A range of private sector planning techniques and tools is evaluated and brief but classified case studies on major APS organizations are also presented. The thesis concludes that a dynamics capabilities approach would enable public organizations to maximize strategic management and operational effectiveness.
|Date of Award
|Alan JARMAN (Supervisor)