STRATEGIC MANAGEMENT PRACTICES IN ZIMBABWE’S PUBLIC SECTOR

Abstract

This article aims to explore the importance of strategic management practices in organisational performance with reference to the Public Sector in Zimbabwe. Traditional models for strategic management are approaching limits in the light of increasing uncertainty to define what public service organisations must be able to achieve in terms of efficiency and satisfaction of stakeholder expectations. Literature prescribes the use of iterative step-by-step models in the strategic management cycles that direct managers. However, logical incrementalism points to a complex approach with tactical changes and partial solutions employing versatility that is deliberately designed. A qualitative research approach was employed and a sample of eight participants, consisting of heads of department (HODs), was purposefully selected from the population. Open-ended qualitative responses were analysed thematically. The results suggest that the secret to strategic success in Public Sector is the creation of robust partnerships internally and externally. A modern understanding of strategic management must be conveyed through the organisation, and this should be done in a manner that ensures ownership so that not only strategy is owned, but that adaptation is also owned by all levels because it can take place at a tactical level. To promote the proper formulation and execution of the strategic plan, the article recommends that public sector entities could establish standard operating procedures for process review of the effects in order to formulate future interventions on logical incremental bases. Keywords: Organisational practices, Public Administration, Public sector, Strategic management