Bryson Strategic Planning for Public and Nonprofit Organizations

A Guide to Strengthening and Sustaining Organizational Achievement
3. Auflage 2004
ISBN: 978-0-7879-7660-6
Verlag: John Wiley & Sons
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 368 Seiten, E-Book

Reihe: Bryson on Strategic Planning

When it was first published more than sixteen years ago, JohnBryson's Strategic Planning for Public and NonprofitOrganizations introduced a new and thoughtful strategicplanning model. Since then it has become the standard reference inthe field. In this completely revised third edition, Bryson updateshis perennial bestseller to help today's leaders enhanceorganizational effectiveness. This new edition:
* Features the Strategy Change Cycle--a proven planningprocess used by a large number of organizations
* Offers detailed guidance on implementing the planning processand includes specific tools and techniques to make the process workin any organization
* Introduces new material on creating public value, stakeholderanalysis, strategy mapping, balanced scorecards, collaboration, andmore
* Includes information about the organizational designs that willencourage strategic thought and action throughout the entireorganization
* Contains a wealth of updated examples and cases

Autoren/Hrsg.

Bryson, John M.

Inhaltsverzeichnis

Figures and Exhibits.
Preface.
Acknowledgments.
The Author.
PART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGICPLANNING.
1. Why Strategic Planning Is More Important Than Ever.
2. The Strategy Change Cycle: An Effective Strategic PlanningApproach.
PART TWO: KEY STEPS IN USING THE STRATEGY CHANGECYCLE.
3. Initiating and Agreeing on a Strategic Planning Process.
4. Clarifying Organizational Mandates and Mission.
5. Assessing the Environment to Identify Strengths andWeaknesses, Opportunities and Challenges.
6. Identifying Strategic Issues Facing the Organization.
7. Formulating and Adopting Strategies and Plans to Manage theIssues.
8. Establishing an Effective Organizational Vision for theFuture.
9. Implementing Strategies and Plans Successfully.
10. Reassessing and Revising Strategies and Plans.
PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITHSTRATEGIC PLANNING.
11. Leadership Roles for Making Strategic Planning Work.
12. Getting Started with Strategic Planning.
RESOURCES.
A. Stakeholder Identification and Analysis Techniques.
B. The Oval Mapping Process: Identifying Strategic Issues andFormulating Effective Strategies.
C. Strategic Planning in Collaborative Settings.
References.
Name Index.
Subject Index.

Über Autor(innen)

John M. Bryson is a professor of planning and public affairs in the Hubert H. Humphrey Institute of 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. His most recent book (with Fran Ackermann, Colin Eden, and Charles Finn) is Visible Thinking: Unlocking Causal Mapping for Practical Business Results.