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Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining organizational achievement
This book addresses a number of important questions facing the leaders and managers of public and nonprofit organizations as they cope with the challenges that confront their organizations, now and in the years ahead. How should they respond to the increasingly uncertain and interconnected environments in which their organizations operate? How should they respond to dwindling or unpredictable resources; new public expectations or formal mandates; demographic changes; technology changes; deregulation or reregulation; upheavals in international, national, state, and local economies and polities; and new roles for public, nonprofit, and business organizations, including calls for them to collaborate more often? What should their organizations' missions be? How can they create greater and more enduring public value? How can they formulate desirable strategies and implement them effectively? These are the questions this book addresses.
Strategic Planning for Public and Nonprofit Organizations is based on two premises. The first is that leaders and managers of public and nonprofit organizations must be effective strategists if their organizations are to fulfill their missions, meet their mandates, satisfy their constituents, and create public value. These leaders and managers need to exercise as much discretion as possible in the areas under their control. They need to develop effective strategies to cope with changed and changing circumstances, and they need to develop a coherent and defensible basis for their decisions. They also need to build the capacity—the resilience—of their organizations to respond to significant challenges in the future.
The second premise is that leaders and managers are most likely to discern the way forward via a reasonably disciplined process of deliberation with others when the situations faced require more than technical fixes. To succeed, deliberative processes also need institutional and organizational processes and structures in place to support them. The deliberative tradition, however, nowhere implies that there is “one best answer” to major challenges, only that there is the possibility of gaining understanding, finding common ground, and making wise choices via the deliberative process.
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Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| 658. 401 2 BRY s | PSB lt.1 - B. Wajib | 1 |
| Penerbit | Hoboken: John Wiley & Sons 2018 |
|---|---|
| Edisi | 5 |
| Subjek | Strategic planning Nonprofit organizations |
| ISBN/ISSN | 9781119071617 |
| Klasifikasi | 658. 401 2 |
| Deskripsi Fisik | xxvii, 544 p. : ill. ; 28 cm |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas |