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State as a Special Organisation of Society Read chapter Read first chapter

2016 | OriginalPaper | Chapter

2. Planning and Decision Making in Public Management

Author : Konrad Raczkowski

Published in: Public Management

Publisher: Springer International Publishing

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Abstract

Planning and decision making in public management are discussed in the second chapter. It presents the nature of planning as a foundation of management on the whole as well as decisions, including classification, consequences, and variability of decisions in the difficult period of political transformation. This chapter describes four (micro-, meso-, macro-, and mega-) perspectives of planning in public management, advocating that the dominance of economy-oriented thinking should be indisputable since high degree of economic development allows budget balancing or generating budget surpluses which may be allocated to strategic development and improvement of the living standards of the citizens in the process of redistribution. It presents the general model of planning in strategic management in EU Member States, proving that public authorities are frequently not aware of their organizational powers and strategic tasks they are supposed to perform. Additionally, it is illustrated that the decision-making process or decision-related expectations may be merely reasonable and not rational, in accordance with mainstream economics, as the decision maker, especially in the public domain, has limited rationality and leans towards various decision-making styles—particularly in the light of the multi-criteria theory of social selection. An exceedingly practical and empirically verified element of this chapter is a presentation of planning and decision making in the context of political transformation. It has been demonstrated that a change of the socio-economic model and receiving shock treatment may bring about catastrophic consequences but also favorable in some exceptional ways—but clear boundaries should be drawn between what is strategically important and useful in terms of efficiency and what is merely temporary and contingent upon the influence of external factors in the long run.

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Footnotes
1
In literature of subject it is pointed out, that the Washington Consensus in many cases set very low costs of entering the market for other Western entities, caused cheap sale of large part of national property, blocked the possibility of capital accumulation, destroyed national production (liquidation).
 
2
After years the author of Washington Consensus explained, that he was in majority wrongly understood, and his intentions were different from actually conducted changes.
 
3
From today’s perspective the shock therapy of political transformation introduced in later period in post-socialist countries is rather seen as a failure then success.
 
4
See: full description of the institutional development planning within the framework of the project “Improvement of the quality of offices and services for residents through the implementation of the revised method of IDP in the municipalities and counties.” Implementation of the project took place in the framework of Priority V Human Capital Operational Programme (Good Governance), Action 5.2.—Strengthen the capacity of local government, sub-measure 5.2.1. Modernization of management in local government administration); Institutional development planning in local government …, op. cit., pp. 8–9.
 
5
See: the subject of a public-private partnership, the essence of which is the joint execution of projects in the distribution of individual tasks and risks between public and private partners in the Act of 19 December 2008. on public-private partnership (Dz U z 2009 r. Nr 19, poz. 100).
 
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Metadata
Title
Planning and Decision Making in Public Management
Author
Konrad Raczkowski
Copyright Year
2016
Book
Public Management

Print ISBN: 978-3-319-20311-9

Electronic ISBN: 978-3-319-20312-6

Copyright Year: 2016

DOI
https://doi.org/10.1007/978-3-319-20312-6_2