What Is The Operational Based On The Literature Review ✓ Solved

Again Based On The Literature Review What Is The Operational Definit

Based on the literature review, what is the operational definition of the course objective? You should identify a characteristic for the competency and a characteristic for the course objective, and these characteristics become the operational definitions. Use the literature review to demonstrate how the operational definitions are valid measures of the competency and course objective. Explain, using the literature, how these characteristics are related. Your literature review needs to be based on academic sources, not internet sources from government agencies.

Sample Paper For Above instruction

The objective of this paper is to operationalize the competency "To lead and manage in public governance" and the related course objective by identifying measurable characteristics rooted in scholarly literature. This process involves translating abstract concepts into concrete, observable indicators that can be empirically verified to assess the effectiveness of leadership and management in public administration settings.

Operational Definition of the Competency:

The competency "To lead and manage in public governance" encompasses the ability to articulate goals aligned with laws and public policies and influence others to achieve these goals ethically and morally, as well as mobilize organizational resources effectively. Based on the literature review, the characteristic selected as the operational definition is "strategic management capacity." Strategic management involves setting clear objectives, mobilizing resources, and adapting to changing environments to achieve organizational goals (Bryson, 2018). This characteristic is validated through scholarly sources such as Bryson (2018), who emphasizes the importance of strategic leadership in public governance.

Operational Definition of the Course Objective:

The course objective aims to develop students' ability to function effectively in leadership and managerial roles within government and nonprofit organizations. The characteristic derived from the literature and aligned with this objective is "effective communication of strategic plans," particularly through formal policy memos. In scholarly work, the ability to communicate complex ideas clearly is linked to leadership success (Fisher, 2008). Policy memos serve as a non-verbal communication tool that succinctly conveys strategic decisions and plans to diverse stakeholders, fulfilling the requirement for effective communication in leadership roles (Pollock, 2005).

Relationship Between the Characteristics and the Literature:

The literature underscores that effective leadership in public governance involves strategic management skills, including setting goals, mobilizing resources, and influencing stakeholders ethically (Bryson, 2018). The communication of these strategies via formal policy memos is essential for operational success and stakeholder engagement (Pollock, 2005). Furthermore, non-verbal communication plays a critical role in leadership by reinforcing verbal messages and fostering trust (Fisher, 2008). Thus, strategic management capacity and effective communication through policy memos are interconnected, as scholarly sources validate that strategic decisions are best communicated via clear, formal documentation, which enhances transparency and stakeholder buy-in.

In conclusion, operationalizing the competency "To lead and manage in public governance" involves focusing on the measurable characteristic of strategic management capacity, validated by literature emphasizing goal articulation and resource mobilization. Similarly, the course objective is operationalized through the characteristic of effective communication via formal policy memos, supported by research linking clear communication to leadership effectiveness. These characteristics are interconnected, forming a comprehensive framework for evaluating public governance leadership and management competencies in academic and applied settings.

References

  • Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A strategic management approach. John Wiley & Sons.
  • Fisher, J. (2008). The importance of communication skills in public administration. Journal of Public Administration Research and Theory, 18(3), 445–466.
  • Pollock, P. (2005). Communicating with stakeholders: Policy memos as non-verbal communication. Public Administration Review, 65(1), 9–16.
  • Schwartz, L. (2009). Nonverbal communication with workplace interactions. Journal of Business Communication, 46(4), 423–445.
  • Jackson, T. (2010). Diversity communication 101: One size does not fit all. Diversity Management Journal, 6(2), 15–23.
  • Fisher, J. (2008). The importance of communication skills in public administration. Journal of Public Administration Research and Theory, 18(3), 445–466.
  • Buckingham, M. (2009). Managing diversity from a leadership perspective. Harvard Business Review, 87(3), 38–45.
  • Olds, C. (2015). The negative effect of economic policy uncertainty on presidential rhetorical optimism about the economy in the United States. Economics, Management, and Financial Markets, 10(2), 54–67.
  • Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A strategic management approach. John Wiley & Sons.
  • Pollock, P. (2005). Communicating with stakeholders: Policy memos as non-verbal communication. Public Administration Review, 65(1), 9–16.

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