By John M. Bryson
Growing and enforcing Your Strategic Plan is the best-selling better half to John Bryson's landmark e-book, Strategic making plans for Public and Nonprofit firms. This re-creation of the workbook is totally revised and up to date and will be used as a stand-alone source or as a significant other to Strategic making plans for Public and Nonprofit agencies. A step by step advisor to placing strategic making plans to paintings in public and nonprofit organisations, this imperative workbook comprises easy-to-understand worksheets and transparent directions for making a strategic plan adapted to the wishes of the person association. From establishing the assembly room to setting up a imaginative and prescient of the longer term, each step of the strategic making plans technique is roofed. The workbook exhibits how to:Refine your organization’s challenge and valuesAssess your inner and exterior environmentIdentify and body strategic issuesFormulate recommendations to aid deal with the issuesCreate, evaluation, and undertake the strategic planAssess the strategic making plans technique
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Extra resources for Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations, 2nd Edition
Budget, Human Resources, and Information Technology Successful organizations and managers achieve their mandates, fulfill their mission, and create public value by effectively managing their resources. Please comment on any significant organizational strengths, weaknesses, opportunities, or challenges in the areas of budget, human resources, and information technology. qxd 8/26/04 3:18 PM Page 29 The Context and Process of Strategic Change 29 III. Communications Successful organizations transmit clear messages, have well-developed communication networks, and have adequate forums to promote discussion and dialogue.
How rapidly are changes occurring, and what will be the shelflife of a plan? How do we get the most value from the process? 4. In planning the process: Don’t underestimate the level of effort and the time required to do the job well. That does not mean that the process has to drag on, but you need to allow enough time for adequate information gathering, discussion and dialogue, decision making, and follow-through. Match the time to the purpose, the process, and the necessary involvements of people in the process.
Qxd 8/26/04 42 3:23 PM Page 42 Creating and Implementing Your Strategic Plan 7. What kind and size of strategic planning team works (or will work) best in our organization? Think about who should own and be committed to the plan at the end of the process and what that means for the composition of the strategic planning team. 8. Who should be involved in the development of the plan? Again, think about who should own and be committed to the plan at the end of the process and what that means for involvement in the strategic planning effort.
Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations, 2nd Edition by John M. Bryson