Abstract
In order to manage public organizations strategically, both the strategic management and the total quality management theory indicates a limited number of ‘strategic objectives or goals’ to be defined. These objectives, which have to be specific but qualitative statements of commitment, constitute the vital foundation for defining strategic targets, hence for action plans, resource allocation plans, and budget preparation. However, defining strategic objectives through ad hoc processes usually do not result in an effective set of statements. Through our training and consulting experience, gained in the midst of a wide and strong wave of re-shaping of public institutions in our country, we have come to develop a structured process for defining strategic objectives. In this paper, we first review the strategic management literature in general, and with regard to methods for defining ‘the right’ strategic objectives. We then introduce a workable process that is participatory, creativity enhancing, and consensus building.
Acknowledgements
Voluntary and dedicated participation, both on the side of TÜSSİDE working teams and on the side of participating organizations' managers and employees, was absolutely necessary for conducting the sort of processes that are described in this paper. Although we prefer not to identify the organizations and any of the names involved for the sake of confidentiality, we are sure they will know who they are. We are there for them simply to provide professional help, but we all know that it is their whole-hearted and relentless efforts and willingness to change what has been – and will continue – in turning these organizations around. We are sure our entire population owe them gratitude.
During the writing of this paper, both authors were faculty at TÜSSİDE (The Institute for Industrial Management), Professor Nüket Yetiş was the Director of the Institute. TÜBİTAK (The Scientific and Technical Research Council of Turkey) is the parent institution of TÜSSİDE.