Change in chewable bites: Applying strategic management at

The EEOC's successful experience in designing and carrying out its Strategic Management Program is described. Over the past year, the US Equal Employment Opportunity Commission (EEOC) has demonstrated that strategic management can be a powerful tool for making change in a large, complex organiz...

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Bibliographic Details
Published in:Public administration review 1993-01, Vol.53 (2), p.129-129
Main Authors: Kemp, Evan J, Funk, Robert J, Eadie, Douglas C
Format: Article
Language:English
Subjects:
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Administrative Organization
Affirmative action
Americans with Disabilities Act 1990-US
Budgeting
Case studies
Civil Rights Legislation
Company specific/case studies
EEOC
Employment discrimination
Employment Opportunities
Environment
Environmental impact
Equal Employment Opportunity Commission
Executives
Government agencies
Litigation
Nonprofit organizations
Organizational behavior
Organizational change
Performance management
Planning
Presidents
Productivity
Program Design
Project management
Public sector organizations
Racial Discrimination
Salary Wage Differentials
Strategic management
Strategic planning
Success
Vision
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Description
Summary:The EEOC's successful experience in designing and carrying out its Strategic Management Program is described. Over the past year, the US Equal Employment Opportunity Commission (EEOC) has demonstrated that strategic management can be a powerful tool for making change in a large, complex organization and for carrying out its mission in a challenging environment. The basic steps in strategic management include a scan of the external and internal environment and the identification of change challenges. The EEOC strategic management program was driven by principal objectives including: 1. enhancing the public's understanding of the EEOC's values and missions, 2. strengthening accountability and performance management, and 3. building an internal culture that fosters commitment and motivates high quality performance. Once the design was detailed in Phase I of the program, Phase II dealt with broad strategic directions and issue identification. The final stage, Phase III, involved strategy formulation and immediate follow-through. Factors that were seen to contribute to the program's success included the commitment and support of the CEO and executive staff and the careful pacing of the program.
ISSN:0033-3352
1540-6210