Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustain...
ISBN: 9780470392515 | 0470392517
Edition: 4thFormat: Hardcover
Publisher: Jossey-Bass
Pub. Date: 7/26/2011
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Strategic planning is an important function in nonprofit and public organizations, and leaders are continually striving to increase efficiency and effectiveness.
Praise for Strategic Planning for Public and Nonprofit Organizations "This is an immensely valuable resource for leaders, professionals, researchers, and other participants in public and nonprofit settings. Anyone professing competence in public and nonprofit management needs to know what Bryson says about strategic planning and management." -Hal G. Rainey... MORE
Praise for Strategic Planning for Public and Nonprofit Organizations "This is an immensely valuable resource for leaders, professionals, researchers, and other participants in public and nonprofit settings. Anyone professing competence in public and nonprofit management needs to know what Bryson says about strategic planning and management." -Hal G. Rainey... MORE
| Figures and Exhibits | p. vii |
| Preface | p. xi |
| Acknowledgments for the Fourth Edition | p. xxi |
| The Author | p. xxvii |
| Understanding The Dynamics of Strategic Planning | p. 1 |
| Why Strategic Planning Is More Important Than Ever | p. 3 |
| The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Nonprofit Organizations | p. 41 |
| Key steps in thinking and Act... MORE | p. 81 |
| Initiating and Agreeing on a Strategic Planning Process | p. 83 |
| Clarifying Organizational Mandates and Mission | p. 117 |
| Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges | p. 150 |
| Identifying Strategic Issues Facing the Organization | p. 185 |
| Formulating and Adopting Strategies and Plans to Manage the Issues | p. 219 |
| Establishing an Effective Organizational Vision for the Future | p. 271 |
| Implementing Strategies and Plans Successfully | p. 286 |
| Reassessing and Revising Strategies and Plans | p. 317 |
| Managing the process and getting started with strategic planning | p. 353 |
| Leadership Roles in Making Strategic Planning Work | p. 355 |
| Getting Started with Strategic Planning | p. 383 |
| p. 403 | |
| A Guide to Stakeholder Identification and Analysis Techniques | p. 405 |
| Using the Web in the Strategic Planning Process | p. 428 |
| Developing a livelihood Scheme That Links Aspirations, Distinctive Competencies, and Distinctive Assets | p. 450 |
| Using Action-Oriented Strategy Mapping to Identify Strategic Issues and Formulate Effective Strategies | p. 469 |
| References | p. 493 |
| Name Index | p. 528 |
| Subject Index | p. 536 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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.
