香港大学 公共行政科入门 第一课

Dr.HelenK.LiuM9:30–11:25AMJan28,2012FromWeinberg’sLectureandMoore’sBookElectedchiefexecutivesAppointedofficialsSeniorcivilservantsandkeystaffOfficialswhooccupyoversightpositionsPrivateandnonprofitsectormanagersandserviceproviderswhoproduceprimarilyforgovernmentIntheprivatesector,managersofacompany:CreatevalueforcustomersandshareholdersFormulateandimplementstrategytocreatevalueMarketistestinggroundforstrategicsuccess–valuecreationSameentrepreneurialrole•Publicleadersneedtobeentrepreneurswhoseekopportunitiestousetheassetsoftheirorganizationstocreateadditionalvalueforcitizens,clientsandthecommunity.Sameneedforstrategy-Publicleadersmustcraftstrategiestocreatevalue–whattodoandhowtodoit?SettlingquestionsofPublicValue-Inthepublicsector,leaderscreatevalueintheactofgoverning,sopoliticsistheforumfordecidingquestionsofvalue.-Publicleadersactasentrepreneursseekingopportunitiestocreatevalue–valuefor(insertyourclientshere).-Publicleaderscraftstrategytocreatevalue–whattodoandhowtodoit?-Strategicchoicesaboutwhatvaluetocreatearedeterminedthroughpolitics–council,constituencygroups,parents,taxpayers,voters,patrons.-Providesubstantivevaluetooverseers,clientsandbeneficiaries-Beoperationallyandadministrativelyfeasible-BelegitimateandpoliticallysustainableAuthorizingEnvironmentOperationalCapacityPublicValueMarkMoore’sStrategicTriangle1.Badstrategy!NotwhatcommunitywantsOrganizationcan’tproduceNolong-termvalue2.Goodstrategy,poorlyimplemented!Lackofdataaboutstrategiccomponent’ssuccessLackofacceptanceofstrategyElementsaren’tconnectedAuthorizingEnvironmentOperationalCapacityPublicValueStrategicTriangleandPerformanceMeasurementStrategicPerformanceMeasuresRecalltheIntroducingCompetitiontoIndyCaseWhatpublicvaluedidGoldsmithcreate?WhatstrategydidGoldsmithadopt?WhatwerethefactorsintheauthorizingenvironmentshouldGoldsmithconsider?