s no power and authority, no autonomy and flexibility and therefore may not have as much influence in the decision making as their counterpart in the private sector Hanagan (2008). Strategic management is used in the public sector to find out schedules of activities in the sector which fit into the political agendas taking into consideration the politicians who might be looking for quick returns which they can point to as their successes and achievements Hanagan (2008). This means that the strategic planning has to be short term. There is lack of clarity in relation to what the manager is trying to achieve.
“战略思维、规划和持续性在每个组织中都很重要”。战略思维意味着作为一名管理者，能够设计出平衡组织人力、技术和有限资源以及环境力量的方法。公共部门管理者没有权力和权威，没有自主性和灵活性，因此在决策过程中的影响力可能不如私营部门管理者。公共部门采用战略管理，以找出符合政治议程的部门活动时间表，同时考虑到可能寻求快速回报的政治家，他们可以指出他们的成功和成就。这意味着战略规划必须是短期的。经理试图实现的目标缺乏明确性。
There is the constant challenge to the manager in the public sector as to whether you are trying to fulfil your statutory obligation, please the politicians, follow the directions of the board or the people for whom the services were meant for. The manager in the public sector is challenged as he cannot change or alter the system. There are too many stakeholders, interest groups to satisfy in the public sector therefore the manager in this sector has to device different kinds of ways to deliver information to the different groups in the public who believes they have a stake in the public sector, such methods are through, governing bodies, advisory committees, taskforces, public meetings and public announcements Hanagan (2008). The manager in the private sector uses strategic management to review actions, slow down processes and hence make changes where necessary, the manager in the private sector has a profit making mindset and therefore considers product viability, the private sector manager has power and authority, flexibility and autonomy and therefore decision making is quicker. The private sector manager is accountable to shareholders Bloisi et al (2007).
公共部门的管理者面临着一个不断的挑战，即你是否在努力履行你的法定义务，取悦政治家，听从董事会或服务对象的指示。公共部门的管理者面临挑战，因为他无法改变或改变体制。公共部门中有太多的利益相关者和利益集团无法满足，因此，该部门的管理者必须设计各种不同的方式，向公众中相信自己在公共部门中拥有利益的不同群体提供信息，这些方法通过管理机构、咨询委员会、工作组、，公开会议和公告。私营部门的经理使用战略管理来审查行动，放慢流程，从而在必要时做出改变；私营部门的管理者具有盈利思维，因此考虑产品的可行性；私营部门经理拥有权力和权威、灵活性和自主权，因此决策速度更快。私营部门经理对股东负责。
The public sector is funded by the government and the managers are accountable to whichever ruling political party at any given time. According to the National Audit Office, before the 1998 public service agreements, different departments were funded annually with some exception such as the Department of Health, so there was uncertainty as to whether funding will be the same as the previous year or reduced or increased. This was a challenge to managers as there was no certainty with the flow of funds to make long term plans as the private sector with assurance of long term financing. The agreement was set out with the awareness of the aims, ideals and targets of the various departments Bourn (2003 p.20).
公共部门由政府出资，管理者在任何时候都要对执政的政党负责。根据国家审计署的说法，在1998年签订公共服务协议之前，除了卫生部等例外，不同部门每年都会获得资金，因此，资金是否会与前一年相同或减少或增加存在不确定性。这对管理者来说是一个挑战，因为作为有长期融资保证的私营部门，无法确定制定长期计划的资金流。该协议是在了解伯恩各部门的目标、理想和目标的情况下制定的。
Assessed so far are internal factors which challenge managers in the public sector however there are certain external factors which managers have to contend with as well. Some of these are; the speed of technology which has affected every process in organisations irrespective of sector, the force of competing interests who are not ordinary rivals to gain customers but those seeking for resources and those trying to make their points to be heard and the fluctuations in social behaviour which starts with movements in people’s expectations and values Bloisi et al (2007).
到目前为止，已经评估了挑战公共部门管理者的内部因素，但管理者也必须应对某些外部因素。其中一些是；技术的速度影响了组织中的每一个过程，而不分行业，竞争利益的力量不是获得客户的普通对手，而是寻求资源的人和试图表达自己观点的人，社会行为的波动始于人们的期望和价值观的变化。
Finally, managers are currently facing challenges due to the recent comprehensive budget cut. There is greater
