Managerial Execution in Public Administration: Practices of Managers When Implementing Strategic Objectives

Abstract

This paper analyzes the dimensions underlying the management practices of public managers when they are implementing their organizational objectives. This study also shows, in relation to our conceptual framework of the five dimensions of strategy execution, the necessary behaviours and attitudes that public managers ought to deploy in performing their missions of public benefit. To that end we conducted a factor analysis, subsequent to a survey of service managers in public administration, which allowed to assess and to emphasize the significance of each of the five dimensions of strategy execution. Methodology A survey questionnaire was administered to 367 public managers in the scope of the five dimensions of performance drivers. We use the PCA method to assess the relationship between the dimensions of strategy execution and management practices in public administration regarding the implementation of their organizational objectives. Findings The study found seven main conclusions concerning the sample of public managers surveyed. These findings are: - The dimension of emotions defined as getting a commitment to the objectives, would be the strongest driver that managers in public administration would use to reach their organizational objectives. The emotions dimension has been supported as the critical dimension. - The dimension of initiatives defined as translating the objectives into concrete projects, has been found to be the second dimension in order of importance implemented by managers in public services when implementing their objectives. - The dimension of rules defined as clarifying and aligning the objectives was found to be the third component set out by managers in public administration when executing organizational objectives. - However, the dimension of integrity (executing the objectives within the integrity of your values) was not revealed as being a critical dimension for managers when implementing the objectives. The dimension of integrity of values was therefore not supported by the study. Research Limitations/Practical implications-the paper reveals the difference in relevance of management practices of public managers in the implementation of their objectives. Originality and Value The study supports the existence of four empirical dimensions in the implementation of managerial objectives in public administration. It brings a new perspective in terms of strategy execution for public service management.