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Strategic planning for public and nonprofit organizations : a guide to strengthening and sustaining organizational achievement / John M. Bryson.

By: Material type: TextTextSeries: Bryson on strategic planning ; 1Publication details: Hoboken, N.J. : Wiley ; Chichester : John Wiley [distributor], 2011.Edition: 4th edDescription: xxviii, 547 p. : ill. ; 25 cmISBN:
  • 9780470392515 (hbk.)
  • 0470392517 (hbk.)
Subject(s): DDC classification:
  • 658.4012 BRY
Contents:
Understanding the Dynamics of Strategic Planning -- Why Strategic Planning Is More Important Than Ever -- The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Nonprofit Organizations -- Key Steps in Thinking and Acting Strategically -- Initiating and Agreesing on a Strategic Planning Process -- Clarifying Organizational Mandates and Mission -- Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges -- Identifying Strategic Issues Facing the Organization -- Formulating and Adopting Strategies and Plans to Manage the Issues -- Establishing an Effective Organizational Vision for the Future -- Implementing Strategies and Plans Successfully -- Reassessing and Revising Strategies and Plans -- Managing the Process and Getting Started with Strategic Planning -- Leadership Roles for Making Strategic Planning Work -- Getting Started with Strategic Planning.
Summary: Strategic planning is an important function in nonprofit and public organizations, and leaders are continually striving to increase efficiency and effectiveness. In this fourth edition of his perennial bestseller Strategic Planning for Public and Nonprofit Organizations, Bryson provides the most updated version of his thoughtful strategic planning model and outlines the reasons public and nonprofit organizations must embrace strategic planning to improve their performance. The book offers leaders, managers, and students detailed guidance on implementing the process, and specific tools and techniques to make the process work-- Provided by publisher.
Holdings
Item type Current library Call number Copy number Status Date due Barcode
Standard Loan Moylish Library Main Collection 658.4012 BRY (Browse shelf(Opens below)) 1 Available 39002100517490

Enhanced descriptions from Syndetics:

How can leaders use strategic planning to strengthen their public and nonprofit organizations? In this fourth edition of his perennial bestseller Strategic Planning for Public and Nonprofit Organizations, Bryson provides the most updated version of his thoughtful strategic planning model and outlines the reasons public and nonprofit organizations must embrace strategic planning to improve their performance.

Introduced in the first edition and refined over the past 18 years, the Strategy Change Cycle--a proven planning process used successfully by a large number of nonprofit and public organizations--is the framework used to guide the reader through the strategic planning process. Bryson offers detailed guidance on implementing the process, and specific tools and techniques to make the process work in any organization. In addition, he clarifies the organizational designs through which strategic thought and action will be encouraged and embraced throughout an entire organization.

In addition to updated examples, new cases, and additional information on boundaries, distinctive competencies, Actor-Network theory, Bryson will creat an instructor's manual with sample syllabi, PowerPoint teaching slides, and additional cases.

Includes bibliographical references (p. 493-527) and indexes.

Understanding the Dynamics of Strategic Planning -- Why Strategic Planning Is More Important Than Ever -- The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Nonprofit Organizations -- Key Steps in Thinking and Acting Strategically -- Initiating and Agreesing on a Strategic Planning Process -- Clarifying Organizational Mandates and Mission -- Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges -- Identifying Strategic Issues Facing the Organization -- Formulating and Adopting Strategies and Plans to Manage the Issues -- Establishing an Effective Organizational Vision for the Future -- Implementing Strategies and Plans Successfully -- Reassessing and Revising Strategies and Plans -- Managing the Process and Getting Started with Strategic Planning -- Leadership Roles for Making Strategic Planning Work -- Getting Started with Strategic Planning.

Strategic planning is an important function in nonprofit and public organizations, and leaders are continually striving to increase efficiency and effectiveness. In this fourth edition of his perennial bestseller Strategic Planning for Public and Nonprofit Organizations, Bryson provides the most updated version of his thoughtful strategic planning model and outlines the reasons public and nonprofit organizations must embrace strategic planning to improve their performance. The book offers leaders, managers, and students detailed guidance on implementing the process, and specific tools and techniques to make the process work-- Provided by publisher.

Table of contents provided by Syndetics

  • Figures and Exhibits (p. vii)
  • Preface (p. xi)
  • Acknowledgments for the Fourth Edition (p. xxi)
  • The Author (p. xxvii)
  • Part 1 Understanding The Dynamics of Strategic Planning (p. 1)
  • 1 Why Strategic Planning Is More Important Than Ever (p. 3)
  • 2 The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Nonprofit Organizations (p. 41)
  • Part 2 Key steps in thinking and Acting Strategically (p. 81)
  • 3 Initiating and Agreeing on a Strategic Planning Process (p. 83)
  • 4 Clarifying Organizational Mandates and Mission (p. 117)
  • 5 Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges (p. 150)
  • 6 Identifying Strategic Issues Facing the Organization (p. 185)
  • 7 Formulating and Adopting Strategies and Plans to Manage the Issues (p. 219)
  • 8 Establishing an Effective Organizational Vision for the Future (p. 271)
  • 9 Implementing Strategies and Plans Successfully (p. 286)
  • 10 Reassessing and Revising Strategies and Plans (p. 317)
  • Part 3 Managing the process and getting started with strategic planning (p. 353)
  • 11 Leadership Roles in Making Strategic Planning Work (p. 355)
  • 12 Getting Started with Strategic Planning (p. 383)
  • Resources (p. 403)
  • Resource A A Guide to Stakeholder Identification and Analysis Techniques (p. 405)
  • Resource B Using the Web in the Strategic Planning Process (p. 428)
  • Resource C Developing a livelihood Scheme That Links Aspirations, Distinctive Competencies, and Distinctive Assets (p. 450)
  • Resource D 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)

Author notes provided by Syndetics

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.

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