Romans Putans, Ieva Nartisa, Tatjana Muravska


Management issues can be divided in two large groups: governmental, with its specific aims, methods and challenges, and private sector responsible for economical results, competitiveness and state revenues. Although these sectors have so much in common in sustaining the state, striving for excellence, fulfilment of European Union 2020 strategy and for the best results, they are at the same time very different. By theory and practice, one of the greatest methods how to improve performance, is benchmarking- both looking for the best in the concrete field and in different area. In the article authors compare strategic planning and management issues in governmental and private sector, thus identifying strong and weak points of each system. Proposals are made how to improve management of both sectors, implementing ideas from the best praxis examples and success stories in other management areas.

The purpose of the study is to analyse strategic planning, management and leadership in praxis of governmental and private sector thus identifying opportunities to improve other`s sectors performance. For doing this, authors have completed several tasks: analysed strategic planning, management and leadership praxis in governmental sector, analysed strategic planning, management and leadership praxis in entrepreneurial sector, compared results, conducted SWOT analyses of governmental and private sector, made conclusions and generated proposals for improving the performance of governmental and private sector.

In their research authors have used several methods: information content analysis method, logically constructive analysis method, case analysis method.

Key results lead to conclusions that in governmental sector there is great emphasis on strategic planning part of management process, but implementing plan to clear activities and getting right result sometimes delays or is even missed. In private sector entrepreneurs tend to look short-term thus gaining results in small every-day actions but lacking greater sight to future and therefor plundering chance of greater growth. Government should implement more client-oriented approach using best examples from entrepreneurial world. Private sector should learn how to generate concrete long-term plans, delegate duties and not to mix responsibilities in enterprise for greater results. Consolidating mentioned above, both sectors should learn from each other thus improving its competitiveness and performance for joined moving towards reaching goals of EU 2020 strategy.



governmental sector; entrepreneurship; Latvia; management; strategic planning; private sector

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Print ISSN: 1822-8402
Online ISSN: 2335-8831