Republic of the Philippines

NUEVA VIZCAYA STATE UNIVERSITY

Bambang, Nueva Vizcaya
INSTRUCTIONAL MODULE
IM No.: BA02-1STSEM-2022-2023

College : ARTS AND SCIENCES

Campus : BAMBANG

DEGREE BSPA COURSE NO.

PROGRAM
SPECIALIZATION COURSE TITLE

YEAR LEVEL TIME FRAME 6 HRS WK 1-2 IM 4

NO. NO.

I. UNIT TITLE/CHAPTER TITLE

DISTRIBUTIVE, PREVENTIVE, AND REGULATORY POLICIES

II. LESSON TITLE

Distributive, Preventive, and Regulatory Policies

1. Strengthening Public Policies
2. Strategic Management and Benchmarking Approaches
3. Defining Strategic Management Approach
4. Nature and Thrust of Strategic Management
5. Strategic Management in the Public Sector

III. LESSON OVERVIEW

Policy action may range from simple to complicated policy services. Some are preventive or even
corrective policies. The government usually initiates earlier pronouncement to contain the likeability of
adversarial effects.
Distributive policies are programs which by nature aim to provide goods and services, accruing from
the contributions or revenues collected from the members. While regulatory policies do impose certain
performance operations, standards of service delivery and other rules and mandates to ensure continuity,
consistency and accessibility of these provisions to the general public.
Strategic Management is the art and science of formulating, implementing and evaluating
crossfunctional decisions that will enable an organization to achieve its objectives

IV. DESIRED LEARNING OUTCOMES

After completing the chapter, the students shall be able to:
1. Understand the meaning of distributive, preventive, and regulatory policies;
2. Analyze strategic management and benchmarking approaches;

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 Republic of the Philippines
NUEVA VIZCAYA STATE UNIVERSITY
Bambang, Nueva Vizcaya
INSTRUCTIONAL MODULE
IM No.: BA02-1STSEM-2022-2023

3. Explain the nature and thrust of strategic management; and

4. Understand strategic management in the public sector.

I. LESSON CONTENT
Chapter 4 Distributive, Preventive, and Regulatory Policies

The provision of policy action may range from simple to complicated policy services. Some are
preventive or even corrective policies. Preventive policies are those courses of actions intended to curb
or derail any significant impact of an issue or perceived problem to arise by preventing the occurrence of
a shock. The government usually initiates earlier pronouncements to contain the likeability of adversarial
effects. Whenever the government, for example, ordered a force evacuation of the public from the
communities projected to be hit by a calamity or such, an aftermath is a direct manifestation of an action
on the part of the government.
Distributive policies are programs which by nature aim to provide goods and services among
members of the society. The costs of goods and services are accruing also from the contributions or
revenues collected from the members. Some examples are government policies on health, education,
social services or public safety programs. Service policies are regular or natural understanding of a
government to perform. The State, in performing service functions, promotes the welfare of the people
and serves the interests of everyone. Social welfare and development services like health, education,
housing, infrastructures, recreational facilities or other amenities are some necessary distributive policies
of the state.
While regulatory policies do impose certain performance operations, standards of service delivery
and other rules and mandates are rigid policies to ensure continuity, consistency and accessibility of
these provisions to the general public. Likewise, they may limit discretion of agencies or individuals or
otherwise may compel certain types of behavior. An example is the Philippines’ LTFRB on public
transportation services. Regulatory policies are in themselves business functions of the state, which the
latter may engage is not principally for the purpose of providing services, but to gain certain profit also.
Regulatory policies are provided either because of the sufficiency of available private capital or because
the government wants to prevent some evils that usually result from private control on certain enterprises.
These regulatory functions exist when governments contract out certain services or utilities, privatize
some corporations, or simply regulate labor and education sector.

1. Strengthening Public Policy

Any effort to review the performance of government or the political system should always consider
some of its ideological ramifications. For a public policy to work effectively, a constant evaluation is truly
necessary, but when everything seems not to do well, an innovation of management approach may
perhaps bring in some success stories like the publication of strategic management and benchmarking
in the overall policy design.
The concern about policy implementation being the most critical area of policy process has
resulted from the lack of political will from below. Poor implementation of social services, particularly in
emerging democracies came from the notion that governments anyway operate outside market
mechanisms’ and it is usually the monopolist supplier of its good. As Heywoods (2002) notes, civil
servants, local government officers and public sector workers can, in general, afford to be slopy and
inefficient because, unlike in private business, they do not have to keep the customers satisfied.

NVSU-FR-ICD-05-00 (081220) Page 2 of 12

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may be reproduced for educational purposes only and not for commercial distribution.”
 Republic of the Philippines
NUEVA VIZCAYA STATE UNIVERSITY
Bambang, Nueva Vizcaya
INSTRUCTIONAL MODULE
IM No.: BA02-1STSEM-2022-2023

The new concept of public management allows business and private sectors to assume great
responsibility for delivering services through a privatization policy, contracting out and market testing. It
has also led to the wider use of performance indicators that bind public services to a set of delivery
standard programs. These ideas have been taken up most enthusiastically in New Zealand, the United
Kingdom, the United States, and in Scandinavia while some agree that they have promoted the efficiency
and effectiveness, others warn that accountability and public service ethos have been sacrificed to an
overriding concern with cost cutting and lowering of taxes. Policy process must therefore invite an open
government stance where it shall promote political arguments and debates and results in improved policy
outcomes and better-informed electorate while playing a check on corruption, inefficiency and
incompetence. (Lazo, 2009:408).

2. Strategic Management and Benchmarking Approaches

Strategic management is basically culled from a military strategy of operation success through
tactical planning and systematic execution. Military planning involves specified and defined tactical
prescriptions although it is often that military strategies may be unpredictable, they nevertheless can
maneuver or can mobilize intelligent resources all for the attainment of operational goals. The idea and
philosophy of war and war plans were seen as highly effective also in management approach of the
business sector that is mission-oriented and goals driven organization, and later on in the administration
of public affairs in government.
While benchmarking is often seen as dramatic and ambitious management approach to
compare/contrast successful organizational endeavors, it is nevertheless proved that benchmarking is
truly something to reckon with as institution, public or private, grow in search for winning ways of dealing
and coping with the challenges of the millennium. Benchmarking offers new meaning in public
administration as it tries to look into best practices of other governmental entities as to how operationally
work successfully thereby enticing a unique and more effective governance framework being
demonstrated in some parts of the world.

3. Defining Strategic Management Approach

In a business organization, strategic management integrates the activities of the various functional
sectors of a business (production, marketing, human resources, promotion and many more) to achieve
organizational goals. It is generally the “highest level of managerial activity, usually initiated by the board
of directors and executed by the firm’s Chief Executive Officer CEO) and executive team.”
Strategic Management is the art and science of formulating, implementing, and evaluating
crossfunctional decisions that will enable an organization to achieve its objectives. It involves the
systematic identification of specifying the firms objectives, nurturing policies and strategies to achieve
these objectives and acquiring and making these resources available to implement the policies and
strategies to achieve the firms objectives.
Moreover, strategic management is an ongoing process that assesses the businesses and the
industries in which the company is involved; assesses its competitors and sets goals and strategies to
meet all existing and potential competitors, and then reassessing each strategy regularly to determine
how it has been implemented and whether it has succeeded or needs replacement by a new strategy to
meet changed circumstances, new technology, new competitors and new economic environment, or
anew social, financial or political environment.

NVSU-FR-ICD-05-00 (081220) Page 3 of 12

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may be reproduced for educational purposes only and not for commercial distribution.”
 Republic of the Philippines
NUEVA VIZCAYA STATE UNIVERSITY
Bambang, Nueva Vizcaya
INSTRUCTIONAL MODULE
IM No.: BA02-1STSEM-2022-2023

4. Nature and Thrust of Strategic Management

All strategic management effort take an essentially similar approach planning where an
organization wants to be by a future target date. These are the six feature that identify a strategic
management approach.
1. The identification of objectives to achieved in the future which are often announced in a vision
statement;
2. The adoption of a time frame or planning horizon in which these objectives are to be achieved;
3. A systematic analysis of the current circumstances of an organization especially its
capabilities;
4. An assessment of the environment surrounding the organization both now and within the
planning horizon;
5. The selection of a strategy for the achievement of the desired objectives of the future date,
often comparing various alternatives; and
6. The integrity of organizational efforts among this strategy.

Strategy formulation is the process of developing long-ranged plans to deal effectively with
environmental opportunities and threats in light of corporate strengths and weaknesses. Strategy
implementation is the process of putting strategies and policies into action through the development
programs, budgets and procedures. Strategy evaluation is the process of monitoring corporate activities
and performance results so that performance can be compared with desired performance.
In the final analysis, strategic management is that set of managerial positions and actions that
determine the long-term performance of an organization, assesses the general performance in the
environment like sociocultural and socioeconomic forces, inducting the political legal character and the
impact of technological advancement in the society.

5. Strategic Management in the Public Sector It was said that “new approaches to management in the
public sector are imperative as government enters the new millennium. Market dynamics have created
challenges for public organizations, with the emergence of the global economy, advances in technology,
increased societal demands, and the need to provide more social services with fewer resources.” One of
the public management approaches then was the adoption of strategic management from the business
sector. It was believed that strategic management would make clear-cut choices for successful policy
direction and with established mission and vision and planned strategies; a likely success could be
attained in the administration of government bureaucracy.
The introduction of management techniques predominantly rooted in the private sector into the
public environment presents public sector managers with two major challenges. First, the long-term policy
consistency required accommodating the planning and implementation of the organizational changes
often triggered by the introduction of new management techniques is hard to obtain. The general
intensification of the political process in many western democracies, where politicians become
increasingly focused on the short-term, driven not least by intense media pressure, runs contrary to this
need of consistency (Alford, 2000; Pollitt and Bouckaert, 1999). Second, the relatively simple
accountability model found in modern private sector organization, wherein executive directors are
responsible to the board for both strategy formation (including setting strategy goals and priorities for the
organization) and the management of the execution of this strategy (e. g., to achieve those goals). In
NVSU-FR-ICD-05-00 (081220) Page 4 of 12

“In accordance with Section 185. Fair Use of a copyrighted Work of Republic Act 8293, the copyrighted works included in this material
may be reproduced for educational purposes only and not for commercial distribution.”
 Republic of the Philippines
NUEVA VIZCAYA STATE UNIVERSITY
Bambang, Nueva Vizcaya
INSTRUCTIONAL MODULE
IM No.: BA02-1STSEM-2022-2023

public sector organizations (e.g., government departments and agencies), the accountability model is
more complex-typically a political leadership is responsible for strategy formation (in the form of policies
and strategic priorities) and an executive leadership is responsible for managing implementation of these
policies. This division of accountability is prone to conflict and repudiation of responsibility and the
strategic relationship between the political and executive leadership will need to be managed through
more effective strategic management processes. (Poister and Streib, 1999; Stewart,1996)
In the public sector value is normally associated with production of products and services (outputs)
to create an impact (outcome) on socioeconomic issues affecting society at large, (Pollitt and
Bouckaert,1999). Value is determined (may also be defined) by an “authorizing environment” e.g. the
institutions granting the public organization its powers to conduct its functions and provide/authorize the
necessary budget. This authorizing environment comprises a complex web of stakeholders often with
conflicting interests e.g., taxpayers wanting to pay less and welfare recipients wanting to receive more,
but more exercising their influence over what should constitute public welfare generation through
democratic processes. The priorities of politicians are thus influenced directly by the electoral cycle, but
priorities will also be challenged by ongoing attempts from ongoing interest groups to circumvent the
political process and shift priorities in their favor. Politicians therefore tend to maximize their influence by
appealing to several interest groups simultaneously, which leads to broad and often ambiguous
directional statements; a constant challenge to strategic direction and setting of priorities in public sector
organizations.

I. LEARNING ACTIVITY

1. Discuss the following:

a. Distributive policy
b. Preventive policy
c. Regulatory policy

II. ASSIGNMENT

1. Reason out why a constant evaluation is necessary for a public policy to work effectively?
2. Discuss privatization policy.

III. EVALUATION

1. Define the following:

a. Strategic management
b. Benchmarking approach
2. Discuss the Nature and Thrust of Strategic Management.
3. Explain the two challenges into the public environment of public sector managers.

NVSU-FR-ICD-05-00 (081220) Page 5 of 12

“In accordance with Section 185. Fair Use of a copyrighted Work of Republic Act 8293, the copyrighted works included in this material
may be reproduced for educational purposes only and not for commercial distribution.”
 Republic of the Philippines
NUEVA VIZCAYA STATE UNIVERSITY
Bambang, Nueva Vizcaya
INSTRUCTIONAL MODULE
IM No.: BA02-1STSEM-2022-2023

Rubric for Essay

AREAS 5/Excellent 4/Very 3/Average 2/Need
OF Good Improvement
ASSESMENT
Clarity of the Presents Presents Ideas are too Ideas are
discussion ideas in an ideas in an general vague or
and good original consistent unclear
articulation manner manner
Organization, Strong and Organized Some No
unity and organized beg/mid/end organization; organization;
clarity of beg/mid/end attempt at a lack
ideas. beg/mid/end beg/mid/end

VIII. References

A) Book/Printed Resources

Freeman, R., & Stoner, J. (1989). Management. New Jersey, United State of America:
Prentice Hall.

Koontz, O'donnell, & Weirich. (1981). Management. New Delhi: McGraw-Hill Kogakusha, Ltd.

Vecchio, R. (1995). Organizational Behavior. Orlando, Florida: Harcourt Brace & Company.

Prepared by: Reviewed by:

EDILBERTO H. SALINAS, DPA FERNANDO C. DEL MUNDO, JR., DPA

Faculty Member Department Chair

Recommending Approval:

JORGELINDO R. LUCAS, PhD CARLO F. VADIL. DPA

Dean Campus Administrator

Approved:

JOCELYN P. CABRERA, PhD

Vice President for Academic Affairs

NVSU-FR-ICD-05-00 (081220) Page 6 of 12

“In accordance with Section 185. Fair Use of a copyrighted Work of Republic Act 8293, the copyrighted works included in this material
may be reproduced for educational purposes only and not for commercial distribution.”