This is the third edition of the most widely read resource on the topic. The book shows leaders how to use strategic planning to strengthen their organizations and outlines the reasons public and nonprofit organizations must embrace strategic planning to improve their performance. It presents the Strategy Change Cycle, a proven planning process used successfully by a large number of nonprofit and public organizations.
This is the third edition of the most widely read resource on the topic. The book shows leaders how to use strategic planning to strengthen their organizations and outlines the reasons public and nonprofit organizations must embrace strategic planning to improve their performance. It presents the Strategy Change Cycle, a proven planning process used successfully by a large number of nonprofit and public organizations.
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Autorenporträt
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.
Inhaltsangabe
From the contents: Figures and Exhibits. Preface. Acknowledgments. 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. Part TWO: KEY STEPS IN USING THE STRATEGY CHANGE CYCLE. 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 for Making Strategic Planning Work. 12. Getting Started with Strategic Planning. RESSOURCES. A. Stakeholder Identification and Analysis Techniques. B. The Oval Mapping Process: Identifying Strategic Issues and Formulating Effective Strategies. C. Strategic Planning in Collaborative Settings. References. Name Index. Subject Index
From the contents: Figures and Exhibits. Preface. Acknowledgments. 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. Part TWO: KEY STEPS IN USING THE STRATEGY CHANGE CYCLE. 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 for Making Strategic Planning Work. 12. Getting Started with Strategic Planning. RESSOURCES. A. Stakeholder Identification and Analysis Techniques. B. The Oval Mapping Process: Identifying Strategic Issues and Formulating Effective Strategies. C. Strategic Planning in Collaborative Settings. References. Name Index. Subject Index
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