Managerial Execution in Public Administration: Practices of Managers When Implementing Strategic Objectives

Abstract

This paper analyzes the dimensions underlying the management practices of public managers when they are
implementing their organizational objectives. This study also shows, in relation to our conceptual framework of
the five dimensions of strategy execution, the necessary behaviours and attitudes that public managers ought to
deploy in performing their missions of public benefit. To that end we conducted a factor analysis, subsequent to
a survey of service managers in public administration, which allowed to assess and to emphasize the
significance of each of the five dimensions of strategy execution.