| Abstract: | At the moment, unenviable times prevail in our society. Companies as well as public administration are subjected to incessant changes, competitiveness, to the processes of globalisation and global strategic crysis. These changes are affecting the implementation of almost all processes in our companies and public administration, as well as burdening the management with new tasks, challenegs and problems, considering that organisations find themselves, in turn, in different life and development cycles. In the processes of policy and strategy making, and in the implementation of the plans, the impacts of momentary changes have to be constantly taken into account. In the public sector, too, a new ideology concerning management - the so-called New Public management - is coming to the fore. The main objective was to bring more competitive spirit to the public sector - in spite of its specific role - and to utilize the numerous cognitions and techniques of the modern management.
The sphere of MSc thesis entitled “Specific features of municipal development planning: the case of Ormož Council” belongs to the sphere of strategic management. The purpose of the research was to ascertain the possibility of transferring the management models developed for the needs of firms to the public sector (council). For this purpose, we have adapted the Pümpin and Prange company development and growth model and the MER integral management model.
In the theoretic part, we have specified the council as a non-profit organisation and presented three integral and strategic management models. The council's development possibilities have been studied from the aspect of environmental analysis as well.
In the empirical part, we have diagnosed the developmental state by specifying development phases in the council's life cycle according to Pümpin and Prange. It has been established that the institution's development goal is to become a dynamic organization with a combination of pioneer and growing institution. With it, however, the management goals have to be also adjusted, where integration of pioneer elements with the advantages of the growing institution is to take place.
The other model, which we have adjusted and used for the public sector needs, i.e. for the analysis of the development vision, policy, strategies and operational planning, was the MER integral management model. Within its framework we have dealt with the process aspects of development planning at three levels, i.e. at the levels of the council's policy, strategic management, and operational implementation management. We have also stated our proposals for further mastering of the project management, as the council, too, must be capable of sumounting developmental obstacles, changing the opportunities into developmental possibilities, and then utilize them for its development. |
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