Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 4th Edition,9780470392515

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Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 4th Edition

by Bryson, John M.

Edition:

4th

ISBN13:

9780470392515

ISBN10:

0470392517

Format:

Hardcover

Pub. Date:

7/26/2011

Publisher(s):

Jossey-Bass

Other versions by this Author

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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.

Author Biography

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.

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 Acting Strategically	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
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