Strategic controlling of development commune’s. Organization and functionality

Franciszek Krawczyszyn

Abstract

The paper recommends the strategic controlling of progress of the local government. The first chapter discusses the character of local government organizations. They are oriented towards realization of public services necessary in daily life its citizens. There are still the same clients as permanent consumer of public services. Its financial resources consist of tax generated by local taxation. The second chapter is concentrated on how to support the strategic management process in a local government. According to the author’s explorations there is the basic problem with poor realization of the developmental strategy. This chapter trays to explain how to practically support well formulated and well realization process of the developmental strategy. In the atmosphere of New Public Management the paper suggests that strategic management in a local government should be activated by adopting methods and tools verified by commercial organizations. There is the recommendation of the [SCLG] - strategic controlling of progress of a local government as subsystem of the strategic management process. All functions of the [SCLG] are focused on coordinating, monitoring, and informative protect the strategic management process. The third chapter stresses the need of creation the organization and structure of [SCLG] in municipal house - according to the highest organizational level. This process is executed by central controller as leader of strategic controlling process in local municipal house. All tasks of central controller are oriented on informative support a decision’s processes as critical management function in realization developmental strategy and on coordination. The fourth chapter stresses the administrative planning supported and enriched by organizational strategic planning process. There is algorithm of communal strategic planning process and its basic model as strategy well formulation process supported by new tools recommending by strategic controlling. The strategy maps and BSC as tools should fill a gap between well formulation and well realization process of developmental strategy in local government. There are two patterns of developmental strategy maps. The first - as the tool to communicate strategy, and the second – the tool for measurement the realization strategy. The paper presents two different diagrams of these tools. The communication pattern can be existing as the study of execution strategy. It is also suggested benefits of communications as follows: improve dialogue, generate attentions of local problems, and create participation as new added value of organizations culture. The study of execution strategy steps changes theoretical character strategy into more realistic plan for executors. On this pattern of strategy map the objectives are like stages of developmental program, its measures indicated how work is going to step by step. This pattern is like a mixture of 15 –20 financial and no financial measures, grouped into perspectives of BSC. Four perspectives of BSC covers all territory of local government to indicate its performance. The fifth chapter presents results of verification of the theoretical concept of SCLG in town Legnica. According to explorations, in Legnica is good formulated the strategy but the problem is with its realization. The information protect of decision processes is on the low level, the coordinating, as central functions of strategic controlling, is weakly performed. The president of Legnica is using only statistic measures to indicate the local progress. There are original propositions how to construct the organization of strategic controlling process and how to use earlier recommended professional methods and tools. In the conclusion there is the trigonal model of strategic controlling process.
Diploma typeDoctor of Philosophy
Author Franciszek Krawczyszyn
Franciszek Krawczyszyn,,
-
Title in EnglishStrategic controlling of development commune’s. Organization and functionality
Languagepl polski
Certifying UnitFaculty of Management, Information Systems and Finance (MISaF)
Disciplinenauki o zarządzaniu / nauki ekonomiczne(nauki ekonomiczne) / nauki społeczne()
Defense Date24-04-2013
End date16-05-2013
Supervisor Ewa Stańczyk-Hugiet (MISaF / IOaM / KSiMZ)
Ewa Stańczyk-Hugiet,,
- Katedra Strategii i Metod Zarządzania

Internal reviewers Andrzej Kardasz (MISaF / IR / KC)
Andrzej Kardasz,,
- Katedra Controllingu
External reviewers Wojciech Dyduch
Wojciech Dyduch,,
-
Pages320
Keywords in Englishcommune, development, controlling, strategy, BSC
Abstract in EnglishThe paper recommends the strategic controlling of progress of the local government. The first chapter discusses the character of local government organizations. They are oriented towards realization of public services necessary in daily life its citizens. There are still the same clients as permanent consumer of public services. Its financial resources consist of tax generated by local taxation. The second chapter is concentrated on how to support the strategic management process in a local government. According to the author’s explorations there is the basic problem with poor realization of the developmental strategy. This chapter trays to explain how to practically support well formulated and well realization process of the developmental strategy. In the atmosphere of New Public Management the paper suggests that strategic management in a local government should be activated by adopting methods and tools verified by commercial organizations. There is the recommendation of the [SCLG] - strategic controlling of progress of a local government as subsystem of the strategic management process. All functions of the [SCLG] are focused on coordinating, monitoring, and informative protect the strategic management process. The third chapter stresses the need of creation the organization and structure of [SCLG] in municipal house - according to the highest organizational level. This process is executed by central controller as leader of strategic controlling process in local municipal house. All tasks of central controller are oriented on informative support a decision’s processes as critical management function in realization developmental strategy and on coordination. The fourth chapter stresses the administrative planning supported and enriched by organizational strategic planning process. There is algorithm of communal strategic planning process and its basic model as strategy well formulation process supported by new tools recommending by strategic controlling. The strategy maps and BSC as tools should fill a gap between well formulation and well realization process of developmental strategy in local government. There are two patterns of developmental strategy maps. The first - as the tool to communicate strategy, and the second – the tool for measurement the realization strategy. The paper presents two different diagrams of these tools. The communication pattern can be existing as the study of execution strategy. It is also suggested benefits of communications as follows: improve dialogue, generate attentions of local problems, and create participation as new added value of organizations culture. The study of execution strategy steps changes theoretical character strategy into more realistic plan for executors. On this pattern of strategy map the objectives are like stages of developmental program, its measures indicated how work is going to step by step. This pattern is like a mixture of 15 –20 financial and no financial measures, grouped into perspectives of BSC. Four perspectives of BSC covers all territory of local government to indicate its performance. The fifth chapter presents results of verification of the theoretical concept of SCLG in town Legnica. According to explorations, in Legnica is good formulated the strategy but the problem is with its realization. The information protect of decision processes is on the low level, the coordinating, as central functions of strategic controlling, is weakly performed. The president of Legnica is using only statistic measures to indicate the local progress. There are original propositions how to construct the organization of strategic controlling process and how to use earlier recommended professional methods and tools. In the conclusion there is the trigonal model of strategic controlling process.
Thesis file
Doktorat_Krawczyszyn_Franciszek.pdf 2,04 MB

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