Suchergebnisse

The essential planning resource and framework for nonprofit leaders Strategic Planning for Public and Nonprofit Organizations is the comprehensive, practical guide to building and sustaining a more effective organization. Solid strategy is now more important than ever, and this book provides a clear framework for designing and implementing an effective and efficient planning process. From identifying stakeholders and clarifying a shared vision, to implementing plans and revising strategies, the discussion covers all aspects of the process to help you keep your organization united and on track into the future. The field's leading authority shares insight, advice, helpful tools, and specific techniques, alongside a widely used and well-regarded approach to real-world planning. This new fifth edition includes new case studies and examples along with up-to-date resources and references, and new multimedia-related content. Innovation and creativity produce great ideas, but these ideas must be collected and organized into an actionable plan supported by a coalition of support to make your organization great. This book provides expert guidance and perspective to help you bring everything together into a workable organizational strategy. Discover an effective approach to the strategic planning process Identify issues, establish a vision, clarify mandates, and implement plans Manage the process with continual learning and revising Link unique assets and abilities to better accomplish the central mission Public and nonprofit leaders are forever striving to do more with less, and great strategic planning can help you build efficiency and effectiveness into your organization's everyday operations. Strategic Planning for Public and Nonprofit Organizations provides the framework and tools you need to start planning for tomorrow today.

Intro -- TITLE PAGE -- TABLE OF CONTENTS -- LIST OF FIGURES AND EXHIBITS -- Figures -- Exhibits -- PREFACE -- SCOPE -- AUDIENCE -- OVERVIEW OF THE CONTENTS -- COMPANION STRATEGIC PLANNING WORKBOOKS -- ACKNOWLEDGMENTS FOR THE FIFTH EDITION -- THE AUTHOR -- PART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGIC PLANNING -- CHAPTER ONE: Why Strategic Planning Is More Important Than Ever -- DEFINITION, PURPOSE, AND BENEFITS OF STRATEGIC PLANNING -- DEFINITION, PURPOSE, AND BENEFITS OF STRATEGIC MANAGEMENT -- COMPARISONS AND CONTRASTS -- SUMMARY -- CHAPTER TWO: The Strategy Change Cycle: An Effective Strategic Planning and Management Approach for Public and Nonprofit Organizations -- A 10-STEP STRATEGIC PLANNING PROCESS -- TAILORING THE PROCESS TO SPECIFIC CIRCUMSTANCES -- SUMMARY -- PART TWO: KEY STEPS IN THINKING, ACTING, AND LEARNING STRATEGICALLY -- CHAPTER THREE: Initiating and Agreeing on a Strategic Planning Process -- PLANNING FOCUS AND DESIRED IMMEDIATE OUTCOMES -- DESIRED LONGER-TERM OUTCOMES -- GETTING CLEAR ABOUT THE PURPOSE -- DEVELOPING AN INITIAL AGREEMENT -- PROCESS DESIGN AND ACTION GUIDELINES -- HAVE REALISTIC HOPES FOR THE PROCESS -- SUMMARY -- CHAPTER FOUR: Clarifying Organizational Mandates and Mission -- MANDATES -- MISSION -- STAKEHOLDER ANALYSES -- THE MISSION STATEMENT -- PROCESS DESIGN AND ACTION GUIDELINES -- SUMMARY -- CHAPTER FIVE: Assessing the Environment to Identify Strengths, Weaknesses, Opportunities, and Challenges -- PURPOSE -- DESIRED IMMEDIATE OUTCOMES -- LONGER-TERM DESIRED OUTCOMES -- EXTERNAL ENVIRONMENTAL ASSESSMENTS -- INTERNAL ENVIRONMENTAL ASSESSMENT -- THE ASSESSMENT PROCESS -- PROCESS DESIGN AND ACTION GUIDELINES -- SUMMARY -- CHAPTER SIX: Identifying Strategic Issues Facing the Organization -- IMMEDIATE AND LONGER-TERM DESIRED OUTCOMES -- EIGHT APPROACHES TO STRATEGIC ISSUE IDENTIFICATION -- SUMMARY

Strategic planning becomes visual with strategy maps and the tools, techniques, and guidance for turning them into effective action.Developed as a companion workbook to John Bryson's best-selling Strategic Planning in Public and Nonprofit Organizations, Visual Strategy: A Workbook for Strategy Mapping in Public and Nonprofit Organizations, goes beyond making the case for good and effective strategic planning to making strategy visual through effective strategy mapping. Strategy mapping prevents groups of people from talking over one another and going around in circles. It helps people speak and be heard, produce lots of ideas and understand how they fit together, make use of causal reasoning, and clarify ultimately what they want to do in terms of mission, goals, strategies, and actions. Strategy mapping can join process and content in such a way that good ideas worth implementing are found and the agreements and comments needed to implement them are reached. The result is living strategic plans that act as useful guides to action.With detailed examples, actual strategy maps, process guidelines and hand-drawn illustrations, the book will help leaders, managers, students and other professionals see patterns across mission, goals, strategies and actions while helping to identify areas of alignment and misalignment and determine, real time, where elements are needed, missing or not useful in a strategic plan.For leaders and managers of public and nonprofit organizations, facilitators and consultants, professors and students of strategic planning, strategic management, strategic mapping, and public policy, professional development workshops focused on strategic planning and strategy mapping.

Strategic planning is now a ubiquitous practice in U.S. governments and nonprofit organizations. The practice has become widespread for many reasons, but the chief one is the evidence that strategic planning typically "works," and often works extremely well. Improvements in strategic planning practice are likely to come as it is seen and researched in its full richness as a practice, or set of practices. Several predictions are offered about the future of strategic planning practice and research.Guest editors' note:In 1942, the University of Chicago Press published a book edited by Leonard D. White titled The Future of Government in the United States. Each chapter in the book presents predictions concerning the future of U.S. public administration. In this article, John M. Bryson examines John Vieg's predictions on the future of government planning published in that book, comments on whether Vieg's predictions were correct, and then looks to the future to examine public administration in 2020.

ABSTRACTIn this paper the transactions cost approach (TCA) is used to define organizations and to predict their forms under certain conditions. Next, Aaron Wildavsky's approach is used to define the policy process and to predict its form in particular organizations. Two assertions follow: namely, that the most efficient organizational form may be predicted from knowledge of underlying transactions costs, and that the form of the policy process in an organization can be predicted from knowledge of the organization's form (regardless of whether it is the most efficient form). Recent natural gas policy in the U.S.A. is used to illustrate these propositions, and several conclusions are offered about 1) the potential applicability of the TCA to the public sector and to the policy process and 2) about the potential applicability of Wildavsky's version of the policy process to differing organizational forms.

The transactions cost approach (TCA) is used to define organizations & to predict their forms under certain conditions, & Aaron Wildavsky's approach (Speaking Truth to Power, Boston: Little, Brown, 1979) is used to define the policy process & to predict its form in particular organizations. The following assertions are made: (1) the most efficient organizational form may be predicted from knowledge of underlying transactions costs, & (2) the form of the policy process in an organization can be predicted from knowledge of the organization's form, regardless of whether it is the most efficient form. Recent natural gas policy in the US is used to illustrate these propositions, & several conclusions are offered regarding the potential applicablity of the TCA to the public sector & the policy process, & the potential applicability of Wildavsky's version of the policy process to differing organizational forms. 3 Figures, 25 References. Modified HA.