Enhanced descriptions from Syndetics:

When it was first published more than sixteen years ago, John Bryson's "Strategic Planning for Public and Nonprofit Organizations" introduced a new and thoughtful strategic planning model. Since then it has become the standard reference in the field. In this completely revised third edition, Bryson updates his perennial bestseller to help today' s leaders enhance organizational effectiveness. This new edition: Features the Strategy Change Cycle-- a proven planning process used by a large number of organizations Offers detailed guidance on implementing the planning process and includes specific tools and techniques to make the process work in any organization Introduces new material on creating public value, stakeholder analysis, strategy mapping, balanced scorecards, collaboration, and more Includes information about the organizational designs that will encourage strategic thought and action throughout the entire organization Contains a wealth of updated examples and cases

Table of contents provided by Syndetics

• Figures and Exhibits (p. ix)
• Preface (p. xi)
• Acknowledgments (p. xix)
• The Author (p. xxv)
• 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 (p. 30)
• Part 2 Key Steps in Using the Strategy Change Cycle (p. 63)
• 3 Initiating and Agreeing on a Strategic Planning Process (p. 65)
• 4 Clarifying Organizational Mandates and Mission (p. 94)
• 5 Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges (p. 123)
• 6 Identifying Strategic Issues Facing the Organization (p. 153)
• 7 Formulating and Adopting Strategies and Plans to Manage the Issues (p. 183)
• 8 Establishing an Effective Organizational Vision for the Future (p. 224)
• 9 Implementing Strategies and Plans Successfully (p. 238)
• 10 Reassessing and Revising Strategies and Plans (p. 264)
• Part 3 Managing the Process and Getting Started with Strategic Planning (p. 295)
• 11 Leadership Roles for Making Strategic Planning Work (p. 297)
• 12 Getting Started with Strategic Planning (p. 317)
• Resources (p. 333)
• A Stakeholder Identification and Analysis Techniques (p. 335)
• B The Oval Mapping Process: Identifying Strategic Issues and Formulating Effective Strategies (p. 355)
• C Strategic Planning in Collaborative Settings (p. 377)
• References (p. 393)
• Name Index (p. 417)
• Subject Index (p. 423)

Reviews provided by Syndetics

CHOICE Review

A revised edition of one of the major publications in the field of strategic planning, this work is a thorough and complete introductory guide for the student of public and nonprofit management as well as a sound review for the practitioner. Of special interest is the new material on change, implementation, and leadership. Bryson (Univ. of Minnesota) gives a carefully constructed analysis of how successful strategic planning can impact organizations and shape their future achievement. The work is divided into three sections: understanding the dynamics of strategic planning; using the change cycle to think and act strategically; and managing the strategic planning process. The publication also includes a "Resources" section that contains excellent material on dealing with the typical threats and opportunities that planners face. The reference section is extensive and will serve both the student and practitioner. Upper-division undergraduate through professional collections. W. G. Ellis; New England College

Author notes provided by Syndetics

John M. Bryson is a professor of planning and public affairs in the Hubert H. Humphrey Institute of Public Affairs at the University of Minnesota, in Minneapolis