The liberalisation of the labour market has expanded the use of market-like mechanisms such as competition, pricing, dispersed decision-making, and work-based incentives to enhance program outputs (2000 – 2500 words).. custom essay

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Alternative A
The liberalisation of the labour market has expanded the use of market-like mechanisms such as competition, pricing, dispersed decision-making, and work-based incentives to enhance program outputs (2000 – 2500 words)..
a) Describe two market-like arrangements that have impacted on your workplace whether positive or negative. In your description of each, include consideration of its purposes, how it is intended to work and how it currently operates.
b) Evaluate the impact of each on the quality and value of the services your workplace provides.
Prepare a retrospective commentary on your research in this unit, citing things that you possibly have learned from this exercise that you did not know you needed to know (1000 words).
Some suggested references
Barrow, C.W. (1996), ‘The strategy of selective excellence: Redesigning higher education for global competition in a postindustrial society. In: Higher Education, 41, Kluwer Academic Publishers, Netherlands, pp. 447-469.
Evenett, S.J. & Hoekman, B.M. (2004), ‘International Cooperation and the Reform of Public Procurement Policies’ http://www.evenett.com/working/EvenettHoekmanProcurementCEPRAugust05.pdf
Fitzgerald, L. et al. (1991), Performance Measurement in Service Businesses, Chartered Institute of Management Accountants, Cambridge, Ch 1. (Dixson 338.455/P438)
Flynn, N. (1990), Public Sector Management, Harvester Wheatshear, New York, ch. 1. (Dixson 350.F648)
Harrold, R.I. (1998), Resources in Education. Australian Council for Educational Research, Melbourne.
Ho, Li-Hsing & Chen-Chia Chuang, (2006), ‘A Study of Implementing Six-Sigma Quality Management System in Government Agencies for Raising Service Quality,’ in Journal of American Academy of Business, Cambridge, Vol. 10, No. 1, pp. 167-173.
Hood, C. (1991), ‘A Public Management for all Seasons?’, Public Administration, vol. 69, no. 1, Spring, pp. 3–19.
OECD (1993), Public Management Developments: Survey 1993, Paris, OECD.
OECD (1994), Public Management Developments: Update 1994, OECD, Paris.
OECD (1993), Managing with Market-Type Mechanisms, OECD, Paris.
Industry Commission (1997), Report on Government Service Provision: Steering Committee for the Review of Commonwealth/State Service Provision, Melbourne: Commonwealth of Australia.
Productivity Commission (1996), Stocktake of Progress in Microeconomic Reform, Belconnen, Industry Commission, June, (ISBN 0642253218). http://www.finance.gov.au/
Scott, G. (2001), ‘Getting the fuzzy end of the lollipop: the problems with devolved budgets in further education colleges’, in The International Journal of Educational Management, Vol. 15, No. 4/5, pp. 252-257.
Assignment 2: Alternative B
Strategic planning is becoming a crucial tool for change in public, private and volunteer sector organisations. Taking into consideration the various strategic planning models illustrated in Topic 8, choose one of the following (2000 – 2500 words):
a) Evaluate your organisation’s current strategic plan and identify which model fits best and explain why.
or
b) Create a hypothetical strategic plan for your organisation, utilising a model that is most conducive to reaching goals. The strategic plan should address a pre-planning phase (Where is my organisation at this point in time?); a strategic planning phase (Where is my organisation wanting to go?); and a business/ operational phase (How will my organisation get there?)
and
Prepare a retrospective commentary on your research in this unit, citing things that you possibly have learned from this exercise that you did not know you needed to know (1000 words).
Some suggested references
Drucker, Peter (1990). ‘Winning Strategies’. In: Managing the Non-Profit Organisation. Harper Collins, New York: pp. 59-71.
Gómez-Mejía, Luis R. & David B. Balkin, and Robert L. Cardy. (2001). ‘Planning and Implementing Strategic HR Policies’. In: Managing Human Resources. 3rd ed. Prentice Hall, Upper Saddle River, New Jersey: pp. 20-29.
Goodstein, Leonard, Timothy Nolan and J. William Pfeiffer (1993). Applied Strategic Planning: How to Develop a Plan that Really Works. McGraw-Hill: San Francisco, p. 8.
Grant, Robert M., (2003). ‘Strategic Planning in a Turbulent Environment: Evidence from the Oil Majors’. In: Strategic Management Journal, vol. 24, no. 6, pp. 491-517.
Haley, George T. (2000). ‘A Strategic Perspective on Overseas Chinese Networks’ Decision-Making’. In: Strategic Management in the Asia Pacific. Usha C.V. Haley, ed. Butterworth Heinemann, Oxford: pp. 411-422.
Hellriegel, Don & John W. Slocum, Jr. & Richard W. Woodman. (2001). ‘Strategic Choices’. In: Organisational Behavior. 9th ed. South-Western College Publishing, Mason, Ohio: 478-501.
Hubbard, Morkel, Davenport, and Beamish, eds. (2000). Cases in Strategic Management. Pearson Education Australia, Frenchs Forest.
Mintzberg, Henry, James Brian Quinn, & Sumantra Ghoshal (1999). ‘The Strategy Concept’. In: The Strategy Process. Pearson Education Limited, Essex, England: pp. 3-21.
Thompson, Arthur A. & A. J. Strickland (2003). ‘Competitive and Managerial Resource Fits’. In: Strategic Management: Concepts and Cases. 13th ed. McGraw-Hill Irwin, New York: pp. 344-353.

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