Strategic Management and Public Policies

Not needed.

All the Curricular Unit will be taught in a face-to-face environment. Interactive methodologies and group management will be used in the classroom, aimed at stimulating debate, questioning and the consolidation of knowledge and skills. The use of initial brainstorming as a participatory stimulus will be valued and encouraged as well as research and problem solving. Residual expository methods in close correlation with active methodologies will predominate.

The entire curricular unit is designed to address in a consistent and structured way the different concepts of Strategic Management and Public Policy. As they are demonstrably sustainable development tools, their identification, design, identification, phasing, recognition, validation and impact, become fundamental procedures for their coherent operationalization.

As there is a complex but complementary interactivity in conceptual terms, and it is evident that for most students it will be the first contact with this type of issue, the acquisition of key skills through the use of methodologies that encourage questioning and critical thinking was valued. , as well as the consistency of the analyzed paradigms.

The objectives of this Course Unit consist of: Addressing the different concepts of strategic management and Public Policies, stating their main differences; Provide an updated view of the different phases of strategic management; Contribute to the clarification, importance and differences between the different phases of strategic management and public policies; Highlight the importance and expectations of Stakeholders in the organization; Identify the usefulness of strategic management as a sustainable development tool; Recognize the importance of existence in the creation of public policies; Identify the different sectorial public policies in Portugal; and Knowing how to identify the different phases in the formation of public policies.

The development of this curricular unit aims to enable students to acquire a set of skills, namely: Systematically understand the entire environment in a strategic management process and in the definition of public policies; Be able to critically analyze this issue, integrating and interrelating acquired knowledge; Acquire the skills and abilities required in the context of research in the field of public policies; and Know how to assess and correlate the conceptual interdependencies underlying public policies in force or under construction.

1 The concept of strategy: The need for strategic management in the Public Sector

2 Components of the strategic management process

     2.1 Vision, mission and values;

     2.2 Objectives: characteristics and types; and

     2.3 External analysis (SWOT analysis, PESTAL and Porter’s five forces)

3. Strategy formulation

     3.1 Collaborative and competitive strategies;

     3.2 Involvement and expectations of stakeholders;

     3.3 Diversification of funding sources; and

     3.4 The importance of knowledge management in the public sector

4 Strategic implementation, evaluation and monitoring

    4.1 Short-term goals and action plans;and

     4.2 Assessment in the context of the Public Sector

Part 2 Public Policies

1 The study of Public Policies

2 The categories of Public Policy

3 Policy makers: framing

4 Policy Formation: Problems, Agendas and Formulation

5 Budget and Public Policies

6 Policy Implementation

7 Public Policies: impact and evaluation

NAO

• Anderson, James E. (1997). Public Policy-Making, 3rd ed. Boston, MA: Houghton Mifflin.
• Andrews, K. R. (1971). The Concept of Corporate Strategy. Homewood, Illinois: Dow-Jones-Irwin 
• Araújo, Luísa; Rodrigues, Maria de Lurdes (2017). “Modelos de Análise das Políticas Públicas”, Sociologia, Problemas e Práticas, n.º 83, pp. 11-35. DOI:10.7458/SPP2017839969.
• Bilhim, João (2016). “Políticas Públicas e Agenda Política”, Editors: ISCSP, Ulisboa, janeiro, pp. 82-102, https://www.researchgate.net/publication/292141803_Politicas_publicas_e_agenda_politica
• Birkland, Thomas A. (2016). An Introduction to the Policy Process – Theories, Concepts, and Models of Public Policy Making, Fourth Edition, Routledge – Taylor & Francis Group
• Boddy, David; Paton, Steve (2011). Management: an introduction. Fifth Edition. Pearson Education Limited
• Crane, Bret (2020). Revisiting Who, When, and Why Stakeholders Matter: Trust and Stakeholder Connectedness, Business & Society, Vol 59 (2), PP. 263-286Orçamento, Direção Geral. (2023). Orçamento de Estado para 2023.* https://www.dgo.gov.pt/politicaorcamental/OrcamentodeEstado/2023/Orcamento%20Estado%20Aprovado/Documentos%20do%20OE/OE2023_doc01_Lei.pdfFreeman, R. E. (1984). Strategic planning: A stakeholder approach.
• London. England: Pitman.Freire, Adriano (2020). Estratégia – Criação de Valor Sustentável em Negócios Tradicionais e Digitais. 1ª Edição. Bertrand Editora, Lda.
• Harguindéguy, (2013), Jean-Baptiste, Análisis de Políticas Públicas, 1 ed., Madrid: Tecnos 
• Madureira, César; Asensio, Maria (2013). Handbook de Administração Pública. INA. Lisboa.
• Martins, Guilherme Waldemar d´Oliveira (2022). Manuel das políticas públicas. As opções económicas do estado. Editora  d´Ideias.
• Mintzberg, Henry (2010). Estrutura e Dinâmica das Organizações. 4ª Edição. Publicações D. Quixote.
• Newbert, S. L. (2007). Empirical research on the resource-based view of the firm: an assessment and suggestions for future research, Strategic Management Journal, 28(2), 121-146. 
• Porter, Michael E. (1985). Competitive Advantage – Creating and Sustaining Superior Performance. New York: Free Press. London.
• Silva, Gabriel; Silva, José Trovão (2019). O poder da gestão estratégica para identificar, explorar e resolver problemas. Conjuntura Atual Editora.