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



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This is the 4th edition with a publication date of 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. 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.

Table of Contents

Figures and Exhibitsp. vii
Prefacep. xi
Acknowledgments for the Fourth Editionp. xxi
The Authorp. xxvii
Understanding The Dynamics of Strategic Planningp. 1
Why Strategic Planning Is More Important Than Everp. 3
The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Nonprofit Organizationsp. 41
Key steps in thinking and Acting Strategicallyp. 81
Initiating and Agreeing on a Strategic Planning Processp. 83
Clarifying Organizational Mandates and Missionp. 117
Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challengesp. 150
Identifying Strategic Issues Facing the Organizationp. 185
Formulating and Adopting Strategies and Plans to Manage the Issuesp. 219
Establishing an Effective Organizational Vision for the Futurep. 271
Implementing Strategies and Plans Successfullyp. 286
Reassessing and Revising Strategies and Plansp. 317
Managing the process and getting started with strategic planningp. 353
Leadership Roles in Making Strategic Planning Workp. 355
Getting Started with Strategic Planningp. 383
p. 403
A Guide to Stakeholder Identification and Analysis Techniquesp. 405
Using the Web in the Strategic Planning Processp. 428
Developing a livelihood Scheme That Links Aspirations, Distinctive Competencies, and Distinctive Assetsp. 450
Using Action-Oriented Strategy Mapping to Identify Strategic Issues and Formulate Effective Strategiesp. 469
Referencesp. 493
Name Indexp. 528
Subject Indexp. 536
Table of Contents provided by Ingram. All Rights Reserved.

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