Shows leaders and managers of public and nonprofit organizations both how and why they should use strategic planning to improve the performance of their organizations. This expanded edition includes many examples to illustrate both successful and unsuccessful planning efforts, while new chapters address planning implementation, strategy evaluation and reassessment, and key leadership roles vital to effective strategic planning. In addition, the author presents a planning process used successfully by many public and nonprofit organizations----the Strategy Change Cycle----along with detailed guidance on its application.
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Sprache
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Zielgruppe
Für höhere Schule und Studium
Für Beruf und Forschung
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Illustrationen
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Höhe: 26.6 cm
Breite: 18 cm
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ISBN-13
978-0-7879-0141-7 (9780787901417)
Schweitzer Klassifikation
JOHN M. BRYSON is a professor of Planning and Public Affairs at the University of Minnesota, in Minneapolis. He consults widely on leadership and strategic planning with public, nonprofit, and for--profit organizations in the United States and abroad. He is the author of Strategic Planning for Not--for--Profit Organizations (1994) and Successful Strategic Planning: A Guide for Nonprofit Agencies and Organizations (1993).
Part One: Understanding the Dynamics of Strategic Planning. 1. Why Strategic Planning in Public and Nonprofit Organizations 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 Using the Strategy Change Cycle to Think and Act Strategically. 3. Initiating and Agreeing on a Strategic Planning Process. 4. Clarifying Organizational Mandates and Mission. 5. Assessing Strengths, Weaknesses, Opportunities, and Threats. 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: A. An Ongoing Approach for Identifying External Threats and Opportunities B. Advanced Concepts for Identifying Strategic Issues C. Using the "Oval Mapping Process" to Identify Strategic Issues and Formulate Effective Strategies D. Advanced Concepts for Strategy Formulation and Implementation E. Advanced Concepts for Establishing an Effective Organizational Vision for the Future.
