Strategic management is regarded as one of the highest forms of management activities in the
South African government. Consequently it is mandatory for Heads of government departments
to develop strategic plans for their departments. Despite compliance to the strategic management
framework as prescribed through the Public service regulations and the Treasury regulations,
service delivery targets as set out in these plans are often not achieved. This also results in the
underspending of monies budgeted for the delivery of basic government services.
This paper presents the findings of the study undertaken to evaluate the effectiveness of strategic
management in the public service. The study employed a qualitative approach in the form of a
case study research method targeting the Department of Local Government and Housing in
Limpopo provincial administration.
It is evident from the findings that the department is comprised of a number of elements or
organizations within its environment that it is dependent on for it to achieve its objectives, and
that some of these organizations are in turn dependent on the department to achieve theirs. This
makes the department and organizations within its environment typical complex adaptive systems
in that for them to achieve their goals, they need to adapt to one another. Failure to meet strategic
plan targets in the department is attributed to (1) the government prescribed strategic choice and
linear approach to strategic management that does not take into account the complexity and
uncertainty of the department’s environment and the views of stakeholders; (2) the capability of
management to perform the strategic management function which is questionable, (3) lack of a
systems thinking approach in the department, and (4) ineffective strategic control.
The study recommends a strategic management model for the Public service that will encourage
management to see the department as a system that is influenced by and also influences other
systems within its environment to achieve its objectives. This will facilitate the interactions
between the department and its stakeholders during the formulation of strategies and the
implementation thereof.
Key Words:
Strategic management, strategic plan, strategic formulation, strategic implementation, strategic
control, complexity, complex adaptive systems, organization, strategy, systems thinking,
environment, public service, resources and uncertainty. / Thesis (M.Com.)-University of KwaZulu-Natal, 2009.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:ukzn/oai:http://researchspace.ukzn.ac.za:10413/7896 |
| Date | January 2009 |
| Creators | Ramovha, Ntshengedzeni Thomas. |
| Contributors | Bodhanya, Shamim. |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | English |
| Type | Thesis |
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