2�3: Strategic Management in the Public Sector2�4: Competencies in Strategic HRD and the Public Sector 2�4�1: Definition of CompetenciesTowards developing human resources, the need for identifying and selecting competencies becomes more prominent. The first era of the existence of competencies began when Harvard Psychologist Robert White triggered the requirement to observe individual competencies for performance in 1959. Then followed by the second phase which involved the creation and management of competency models in organizations (Mansfield, 1996). The third phase was the identification of core 29Strategic management is a continuous process of setting organizational objectives, drawing up a strategy, and implementing it to derive results using business resources. It is an ongoing process because the process of strategic management is highly affected by the changes in the environment. Another understanding of strategic management is that it is the conscious selection of policies, development of capacity, and interpretation of the environment by managers to focus organizational efforts toward the achievement of preset objectives. Briefly, strategic management is a longer-term, dynamic process and holistic approach. It focused on imagined futures where preparation for the future is to be done today rather than expending all their energy reacting to current demands. Hence strategic management is necessary for an organization to grow parallel to complex and chaotic circumstances since strategic management is the instrument to ensure the organization survives in the short term and builds for a long-term future. This process also helps an organization to re-balance its political priorities to give greater emphasis to one kind of activity, or one dimension of value over another or choose to respond.Despite many distinctions that have been highlighted in previous research between public sector and private sector organizations including in terms of their priorities set, the process of strategic management is still the same. While the public sector considers more issues such as legal and political environment, and jurisdictional competence, the private sector’s intention is profit-making through competitive advantage. Adopting the approach of strategic management is therefore crucial in the public sector. One of the reasons is due to a more complex and uncertain environment. The environment in which the public operates in modern society is constantly changing, and strategic management enables an excellent strategic fit between the public sector and the environment. The public sector can align its internal structures and grow with its strategic choices while matching the organization’s capabilities to the requirements of the environment. Secondly, the trends in the internationalization of the world have led to increasingly complex governmental governance while accelerating the pace of social change and making competition between countries more competitive. The public sector needs to take a longer-term view and think strategically to improve its own national competitiveness to cope with the stresses of internationalization. Thirdly, due to the increasing challenge of the public interest. Being said to be the representative of the public interest requires the public sector to balance the interests of the whole with the interests of the present. Thus, requires public managers to have a holistic and long-term view and build a long-term local development strategy to maintain sustainable prosperity, hence strategic management is worthwhile to be adopted. Among the characteristics of strategic management is foresight. This is a strategy that defines an organization’s future directions and objectives or future orientation. Secondly is systematic, such that it involves four stages that are, strategic design, selection, implementation, and evaluation. Strategic design is the prerequisite foundation, strategy implementation is the core key, and strategy evaluation is an important guarantee. Strategic management in the public sector is also dynamic where it seeks development opportunities and identifies threats in the public sector. The government and organizations need to pay close attention to internal and external environmental changes and make targeted adjustments. Fourthly, while the public sector is relatively stable, having a strategy guides behavior over time, and changing it frequently will significantly impact public sector management. From this perspective, government strategic management must be relatively stable to adapt quickly to changes in all aspects of the situation. Nonetheless, despite the differences in objectives, the process of strategic management and HRD framework is apparently similar between the two sectors.
元のページ ../index.html#29