Strateginio planavimo ypatumų viešajame sektoriuje teoriniai aspektai

• Gedvilaitė-Moan, Akvilė
• Zakarevičius, Povilas

LTStraipsnyje analizuojami strateginio planavimo ypatumai viešajame sektoriuje, remiantis Lietuvos ir užsienio moksline literatūra bei Lietuvos situacijos įvertinimu. Straipsnio autoriai siekia teoriniame lygmenyje nustatyti, kokius strateginius modelius, veiksmus ar priemonių sistemas galima būtų taikyti viešajame sektoriuje, kad būtų pasiektas viešojo sektoriaus veiklos efektyvumas. [Iš leidinio]Reikšminiai žodžiai: Strateginis planavimas; Viešasis sektorius; Viešojo sektoriaus organizacijos; Strategic planning; Public sector; Public sector organizations.

ENThe quest for higher performance by public sectororganizations is a central and recurring theme in government policies and academic research. Research on the general topic of organizational performance in the public sector is limited in quantity and quality. Interest in the subject has come largely from practitioners rather than researchers. Public organizations are generally more bureaucratic, public managers have less discretion over organizational missions and personnel, and staff in public organizations are less likely to be motivated by financial incentives. Public organizations are more likely than private organizations to be monopolists, they are also more likely to find an escape strategy difficult to adopt and will therefore be prone to permanent failure. Therefore, determining the planning peculiarities of the public sector organisations is a relevant and practical problem. The aim of this article is to reveal strategic planning peculiarities of the public sector and to distinguish possible strategic planning models within public sector. In order to achieve this goal, analysis and interpretation of Lithuanian and foreign author‘s research was performed. Since the 1970s, scholars have been investigating the main issues concerning the lack of intentionality within the complex process of strategy formation. Research efforts addressing the planning- performance relationship have been numerous and provided varying conclusions. Conflicting evidence that the effect of strategic planning was minimal, non-significant or positive but moderated by significant environmental or contextual variables were also extensively prevalent in the literature.In public sector organizations, however, those in executive positions often have their powers constrained by statute and regulation which predetermine, to various degrees, not only the very purpose of the organization but also their levels of freedom to diversify or to reduce. The primary financial driver in these organizations is not profit, but to maximize output within a given budget. In their efforts to provide increased value for money and to genuinely improve their outputs, public sector organizations have been increasingly turning to strategic planning systems and models (Wilkinson, Monkhouse, 1994). According to A. C. Rusaw (2007), organizational change is a comprehensive and interrelated process involving planning, goal setting, training and developing employees and stakeholders, obtaining sufficient resources, selecting intervention strategies, and monitoring and communicating outcomes. In the public sector frequent political agenda changes, legislative rather than market driven goals, and insufficient allocations of financial and human resources often hinder change. The analysis of the Lithuanian and foreign authors regarding public sector models inducing change, suggests the implementation of one of four successfully used models: 1) means-end model, that uses root cause analysis, selection of the "best" intervention, and implement long-term, comprehensive change, such as strategic planning, Total Quality Management, and process re-engineering; 2) incremental model, that makes minor changes in existing systems to achieve limited, tangible and quick results; 3) pluralistic model, that cultivates multiple stakeholder input, resources, and commitment to resolving local social or economic problems; 4) individual model, such as training and development programs. In order to achieve maximum results while implementing one of the suggested models, organisations have to pay special attenti.In order to achieve maximum results while implementing one of the suggested models, organisations have to pay special attention to human resources and its management, partnership with the private sector embodyment, effective management of outsourcing. [From the publication]