ABSTRACT
Strategic management and Total Quality Management (TQM) have become the watchwords of public administration in the 1990s. Over the past decade, public administrators have been encouraged to be “effective strategists if their organizations are to fulfill their missions and satisfy their constituents” (Bryson, 1988, p. xi). At the same time, they have been given the charge of “emphasiz[ing] the totality of the organization as well as the integrated totality of the theories of public administration under the mantle of TQM” (Stupak and Garrity, 1993, p. 409). They have been asked to, in fact, “improve government performance through strategic and quality management” (Gore, 1993, p. 160, emphasis added).
