Provides a framework for analysing and accomplishing programme objectives, both in the public and private sectors. The framework provokes analysis beginning from what is the business of an agency to determining the appropriate mix of strategies for accomplishing programme objectives. The framework consists of seven critical components: evaluating the business of the agency; ascertaining the authority inherent in an office; understanding the operating environment – both the political and the non‐political environment; conducting inventory of resources to determine what is needed; selecting the appropriate techniques to accomplish the objectives; and finally evaluating the outcome. To demonstrate the application, two cases from the American political system were analysed. In analysing the case examples, it became apparent that the administrator who understood his mandate and the operating environment invariably developed the appropriate mix of strategies needed to accomplish programme objectives. On the other hand, the administrator who lacked reasonable appreciation of the operating environment, but seemed to understand only his mandate, had trouble developing any effective stratagems for accomplishing programme objectives.
Ejigiri, D. (1994), "A Generic Framework for Programme Management: The Cases of Robert Moses and Miles Mahoney in the US", International Journal of Public Sector Management, Vol. 7 No. 1, pp. 53-66. https://doi.org/10.1108/09513559410051291Download as .RIS
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