The paper "Impact of Effective Strategic Planning and Leadership Development in the UAE’ s Public Organisations " is a great example of a management research proposal. In democratic systems, it is the obligation of the government to promote the public value as well as to differentiate public management from private administration in a basic and moral sense that serves a higher purpose (Rosenbloom et al. , 2015, p. 10). Although it is often hard to precisely identify what the public desires, it is the obligation of the public administrators to take the public interest into account.
In UAE, in spite of the immature democratic system, the public interest as stipulated by the ruler is as an objective and obligation of the government. Therefore, strategic planning has been used as a way of helping the communities to handle change as well as improve their ability to learn, act and think, strategically. Thanks to strategic planning, the UAE public sector organisations have successfully promoted strategic thinking; thus, improving decision-making, improving the effectiveness of the public sector, and creating interconnectedness. All the above-mentioned benefits have been viewed by Bryson (2010, p. S255) as a valid reason for adopting strategic planning within the public sector.
Basically, leaders in public organisations play a crucial role in the process of transforming the general government sector. Such leaders are trying to drive a shift in culture within the public organisations under the influence of various theories of management, which have been successful in the private sectors. The majority of the UAE’ s public sector organisations are moving from the formal as well as hierarchical structure paradigms of bureaucratic organisations to the successful structures used in the private sector.
According to Sapru (2013, p. 572), management theory has previously had a significant influence on the practice as well as the theory of UAE’ s public administration. Evidently, the rapid growth of technology and economy has put more pressure on public services delivery. Strategic planning as defined by Steiner (2010, p. 11) is the process that an organisation when determinedly positioning itself within its task environment by responding proactively to the threats as well as opportunities provided by the task environment as they pursue their long-term goals.
In the current business environment that is exceedingly competitive, the success and failure of the organisation are normally highly impacted by the existence of effective leaders have a wide perspective of the business. Moreover, Kotter (2008, p. 133) believes that the increasing intensity of competition as well as the growing intricacy of organisations shows the need for leadership development has increased tremendously. As pointed out by Murphy and Reichard (2012, p. 211), there is need to minimise leadership development barriers, particularly prejudice, which is the assumptions help by people that inhibit them from viewing what is new.
Another barrier to leadership development is poor career planning and a poor work environment. As a continuous process, strategic planning is of much essence to public organisations for the reason that its operating environment is characterised by a high pace of change, unpredictability, complexity and discontinuous change. According to O'Donovan (2014, p. 58), organisations that have espoused the strategic management philosophy have a successful organisational culture. The strategic process is embraced by this culture embraces and used for developing an organisation that collaborates so as to determine its future direction.
Before strategy is used by the organisation to successfully improve its current direction and structure, it must first think strategically.
Bryson, J.M., 2010. The Future of Public and Nonprofi t Strategic Planning in the United States. Public Administration Review, vol. 1, no. 1, pp.S255 - S267.
Groves, K.S., 2007. Integrating leadership development and succession planning best practices. Journal of Management Development, vol. 26, no. 3, pp.239-60.
Kotter, J.P., 2008. Force For Change: How Leadership Differs from Management. Florida: Simon and Schuster.
Murphy, S.E. & Reichard, R., 2012. Early Development and Leadership: Building the Next Generation of Leaders. New York: Routledge.
O'Donovan, M.G., 2014. Solvency II: Stakeholder Communications and Change. London: Ashgate Publishing, Ltd.
Rosenbloom, D.H., Kravchuk, R.S. & Clerkin, R.M., 2015. Public Administration: Understanding Management, Politics, and Law in the Public Sector. New York: McGraw-Hill Education.
Sapru, R.K., 2013. Administrative Theories and Management Thought. Delhi: PHI Learning Pvt. Ltd.
Steiner, G.A., 2010. Strategic Planning. Florida: Simon and Schuster.