Planning and management by objectives

The purpose of this article is to shed some light on the relationship between management by objectives and planning. Specifically, 294 managers in banking and manufacturing were studied. The results of that study are presented in this article.     

Public Enterprise Reform in Fiji Islands

Reforming the public sector has been on the agenda of nations throughout the world since the late 1970s. Fiji is no exception. It has embarked on reforming its commercial and industrial enterprises since the late 1980s. The government of Fiji has reformed most of its enterprises with an avowed objective of enhancing profitability, productivity, efficiency and accountability. This paper makes an attempt to share some of the experiences of public enterprise reform process in Fiji. It aims to analyze the background, process, contents and impact of the reform and examine the factors impeding the reform program. It highlights that (a) both internal and external factors were responsible for introducing reforms; (b) the reform efforts have not been able to produce desired results; (c) the structural inadequacies in institutions and organizations have created bottlenecks in the reform process; and (d) uncertainty in the political sphere has contributed further to policy shifts.     

Risk Modeling, Assessment, and Management of Lahar Flow Threat

The 1991 eruption of Mount Pinatubo in the Philippines is considered one of the most violent and destructive volcanic activities in the 20th century. Lahar is the Indonesian term for volcanic ash, and lahar flows resulting from the massive amount of volcanic materials deposited on the mountain's slope posed continued post-eruption threats to the surrounding areas, destroying lives, homes, agricultural products, and infrastructures. Risks of lahar flows were identified immediately after the eruption, with scientific data provided by the Philippine Institute of Volcanology, the U.S. Geological Survey, and other research institutions. However, competing political, economic, and social agendas subordinated the importance of scientific information to policy making. Using systemic risk analysis and management, this article addresses the issues of multiple objectives and the effective integration of scientific techniques into the decision-making process. It provides a modeling framework for identifying, prioritizing, and evaluating policies for managing risk. The major considerations are: (1) applying a holistic approach to risk analysis through hierarchical holographic modeling, (2) applying statistical methods to gain insight into the problem of uncertainty in risk assessment, (3) using multiobjective trade-off analysis to address the issue of multiple decisionmakers and stakeholders in the decision-making process, (4) using the conditional expected value of extreme events to complement and supplement the expected value in quantifying risk, and (5) assessing the impacts of multistage decisions. Numerical examples based on ex post data are formulated to illustrate applications to various problems. The resulting framework from this study can serve as a general baseline model for assessing and managing risks of natural disasters, which the Philippines' lead agency-the National Disaster Coordinating Council (NDCC)-and other related organizations can use for their decision-making processes.     

Managing from the Inside Out: Drawing on 'Receptivity' to Explain Variation in Strategy Implementation

With the rise of 'New Public Management' (NPM), government policy has encouraged public-sector organizations to downsize and outsource their services. There is, however, local variation in the use of outsourcing – this is 'managing from the inside out'. This paper draws on the notion of receptivity for organizational change to explain variation in strategy implementation. Four receptivity factors are identified which seem to explain the success of two contrasting English local government outsourcing strategies: ideological vision, leading change, institutional politics and implementation capacity. The organization level of change is interconnected with two other levels of change (the public service and environment levels) to illustrate the dynamic nature of change.