Strategic Strategies In The Public Sector

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policies and the translation into management rational remains iterative and conflicted, often resulting in compromises (Thom and Ritz, 2008). According to Quinn (1980), and Voyer (1994), the concept of logical incrementalism is a process of incremental steps taken by the management; through which new ideas and change management are tested to preempt risks and damage to the organization, while striving to achieve far reaching strategic aims. While formulation of the strategy and its imperative in a public sector organization, the issues of transactional, contextual, legal, societal values, public accountability, inclusiveness and ethical values are to be taken into consideration in the background over the strategic preferences (Alford, 2001).…show more content…
The strategic management choices often marred in public sector undertaking is limited to marginal incrementalism, sequential problem solving, and ends are adjusted to means by the concept of bounded rationality and management of muddling through (Lindblom, 1959). Based on the experiences and statistics from various researches undertaken for strategy implementation in the public sector, the three fundamental approaches of the strategy are in terms of political, cooperation, and operations (McBain & Smith, 2010). The strategy formulation in a public sector or any business entity shall be adequately flexible to accommodate changes in the environment (Mintzberg, 1994). Peer performance in the private sectors shall be the guiding principle for achieving strategic objectives by the public sector (Perrot, 1996). While formulating strategy, it is important that, the intangible asset of the firm is appropriately considered; which may easily represent more than 75 % of its value such as: (1) database and information system, (2) high quality processes, (3) customer relationships, brands, (4) innovation capabilities, and (5)…show more content…
It was established on 7th January 1981, with its registered office in Bhubaneswar, Odisha, in the eastern part of India. The Company is a schedule ‘A’ (see Appendix H) CPSE having integrated and diversified operations in mining, metal, and power with a combined sales turnover of about US $ 1.2 billion for the financial year ending 2013-14. The equity holding pattern of NALCO consists of, 80.93% by the GOI, financial institution (13.26 %), and non-financial institution holds the balance equity of (5.81 %). The stock of the company is registered at both Bombay Stock Exchange (BSE) and National Stock Exchange (NSE). NALCO has a production capacity of 6.825 million tons per annum bauxite mine, 2.275 million tons per annum alumina refinery at Damanjodi, in Koraput district of Odisha, 0.46 million tons per annum aluminium smelter, and 1200 megawatts (MW) captive power plant at Angul district of Odisha. NALCO has ventured into renewable energy sectors and has successfully commissioned two wind power plants of 50.4 megawatts (MW) each at Gandikota, Andhra Pradesh and another wind power plant of 47.6 MW at Jaisalmer, Rajasthan; that are operational since December 2012 and January 2014 respectively. The company has recently added rooftop solar power generation for its office and utilities. NALCO has captive ship loading and unloading

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