The answer givento this question is quite correct and on point as it explicitly givesreasons for the discrepancies found in Becker and Freeman’s top 10chart trends. The management reforms in the public sector have led toradical changes in organizations, employee’s values, and theworking environment leading to the discrepancies in the trends (DeVries & Nemec, 2013). In addition, the discrepancies could be asa result of the reforms that have rocked the competency aspect ofmanagement in Europe and America in the last two decades (Dooren,Bouckaert, & Halligan, 2015). The competency reforms have takenshape at a juncture of public sector management restructuring whichhas had a direct effect on the managerial trends. The public sectormanagement reforms continue to affect the roles played by employeesat different levels a situation which has changed the organizationalstyles in different sectors (Per & Christensen, 2013). With thereforms, every employee can be liable for negative and poorperformance while positive performance is appraised.
Satisfying themarket needs is not a sufficient parameter to measure the success ofany company. Considering that the answer given to this questionconforms to the above statement, it would be deemed to besufficiently resourceful. The blue ocean strategy calls for valuecreation during any organization’s activities as the ability tocreate value is a parameter that could be used to determineinstitutional success (Randall, 2015). The strategy allows for theretention, acquisition, and increment of customer margins within themarket being served by an individual company. Additionally, thetechnique advocates that institutions should concentrate onindustries that have not been discovered instead of concentrating oncorporate competition this is what is referred to as a win-winstrategy (Aspara & Tikkanen, 2013). A study done by Herr andAnderson indicates that students feel informed when they write uptheir own dissertation with the help of their supervisors (2014). Theavailability of a dissertation template is, therefore, an importantaspect during research as it makes it easier for students to collectinformation while being guided by a particular format.
Aspara, J. & Tikkanen, H. (2013). Creating novel consumer valuevs. capturing value: Strategic emphases and financial performanceimplications. Journal of Business Research, 66(5),593-602. http://dx.doi.org/10.1016/j.jbusres.2012.04.004
De Vries, M. & Nemec, J. (2013). Public sector reform: anoverview of recent literature and research on NPM and alternativepaths. International Journal of Public Sector Management,26(1), 4-16. http://dx.doi.org/10.1108/09513551311293408
Dooren, W., Bouckaert, G., & Halligan, J. (2015). PerformanceManagement in the Public Sector (1st ed.). London: Routledge.
Herr, K. & Anderson, G. (2014). The action researchdissertation (1st ed.). New York: Sage Publications.
Per, L. & Christensen, T. (2013). Transcending new publicmanagement: the transformation of public sector reforms. (1sted.). Surrey: Ashgate Publishing.
Randall, R. (2015). W. Chan Kim and Renée Mauborgne dispel blueocean myths. Strategy & Leadership, 43(2), 11-14.http://dx.doi.org/10.1108/sl-01-2015-0007