Strategic planning is an important function in nonprofit and public organizations, and leaders are continually striving to increase efficiency and effectiveness. In this fourth edition of his perennial bestseller Strategic Planning for Public and Nonprofit Organizations, Bryson provides the most updated version of his thoughtful strategic planning model and outlines the reasons public and nonprofit organizations must embrace strategic planning to improve their performance. The book offers leaders, managers, and students detailed guidance on implementing the process, and specific tools and techniques to make the process work.
Reihe
Auflage
Sprache
Verlagsort
Verlagsgruppe
Zielgruppe
Für höhere Schule und Studium
Für Beruf und Forschung
Illustrationen
Drawings: 34 B&W, 0 Color; Exhibits: 29 B&W, 0 Color
Maße
Höhe: 23.5 cm
Breite: 18.4 cm
Dicke: 4.6 cm
Gewicht
ISBN-13
978-0-470-39251-5 (9780470392515)
Schweitzer Klassifikation
John M. Bryson is the McKnight Presidential Professor of Planning and Public Affairs in the Hubert H. Humphrey School of Public Affairs at the University of Minnesota. He is a fellow of the National Academy of Public Administration and in 2011 received the Dwight Waldo Award from the American Society for Public Administration for "outstanding contributions to the professional literature of public administration over an extended scholarly career." He consults widely on strategic management with public, nonprofit, and business organizations in the United States and abroad.
Autor*in
University of Minnesota
Figures and Exhibits.
Preface.
Acknowledgments for the Fourth Edition.
The Author.
Part One: Understanding the Dynamics of Strategic Planning.
1 Why Strategic Planning Is More Important Than Ever.
2 The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Nonprofit Organizations.
Part Two: Key Steps in Thinking and Acting Strategically.
3 Initiating and Agreeing on a Strategic Planning Process.
4 Clarifying Organizational Mandates and Mission.
5 Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges.
6 Identifying Strategic Issues Facing the Organization.
7 Formulating and Adopting Strategies and Plans to Manage the Issues.
8 Establishing an Effective Organizational Vision for the Future.
9 Implementing Strategies and Plans Successfully.
10 Reassessing and Revising Strategies and Plans.
Part Three: Managing the Process and Getting Started with Strategic Planning.
11 Leadership Roles in Making Strategic Planning Work.
12 Getting Started with Strategic Planning.
Resources.
Resource A: A Guide to Stakeholder Identification and Analysis Techniques.
Resource B: Using the Web in the Strategic Planning Process.
Resource C: Developing a Livelihood Scheme that Links Aspirations, Distinctive Competencies, and Distinctive Assets.
Resource D: Using Action-Oriented Strategy Mapping to Identify Strategic Issues and Formulate Effective Strategies.
References.
Name Index.
Subject Index.
