Strategic management or strategic Talorims? A case study into change within a UK local authority
By: STONEY, Christopher
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Material type: 
ArticlePublisher: 2001Subject(s): Administração Estratégica | Administração Regional | Tomada de DecisãoThe International Journal of Public Sector Management 14, 1, p. 27-42Abstract: Focuses on the introduction of strategic management in to a UK local authority, based on several years of empirical research. Aims primarily to explore conceptual and practical between strategic managment and scientific management. Demonstrates that clear parallels exist between the two models and thereby lends support to those who argue that scientific management remains an important influence on modern management thinking and practice.However, despite their shared origins, strategic management has developed into a more sophisticated and potentially more poweful management tool. In particular through the distinction draw between strategic and operational decision making it appears to extend the principle of separating conception from execution into the heart of senior managment. A realist account of the political process of change within the local authority is also provided and subsequent performance following the introduction of strategic management is assessed
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Focuses on the introduction of strategic management in to a UK local authority, based on several years of empirical research. Aims primarily to explore conceptual and practical between strategic managment and scientific management. Demonstrates that clear parallels exist between the two models and thereby lends support to those who argue that scientific management remains an important influence on modern management thinking and practice.However, despite their shared origins, strategic management has developed into a more sophisticated and potentially more poweful management tool. In particular through the distinction draw between strategic and operational decision making it appears to extend the principle of separating conception from execution into the heart of senior managment. A realist account of the political process of change within the local authority is also provided and subsequent performance following the introduction of strategic management is assessed
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