For visionary leaders, an Organizational Master Plan and associated
technologies have become essential components of strategic decision
making. Written for leaders, planners, consultants, and change
agents, The Organizational Master Plan Handbook: A Catalyst for
Performance Planning and Results explains how to merge the four
planning activities that compose the Organizational Master Plan to
manage, improve, and maximize organizational efficiency and
effectiveness. Written by recognized leaders in applying
Performance Improvement methodologies to business processes and
entire organizations, this book defines the makeup and highlights
the differences in the operating plan, strategic business plan,
strategic improvement plan, and the organization's business plan.
It defines each and explains how to link them to reduce costs and
cycle times. Describing how to use controllable factors as the
foundation for constructing your Organizational Master Plan, it
demonstrates how the plan fits into organizational alignment
activities. Examines all the plans that should go on within an
organization and details the purpose of each Unveils a novel
approach for preparing a Strategic Improvement Plan Lays out a
well-defined roadmap of the Organizational Master Plan process
Explaining how to make the strategic planning process a part of
performance plans for individuals within your organization, the
text incorporates sufficient flexibility so you can adapt and
revise the plans discussed according to changing business needs and
marketplace opportunities. It explains how to develop a set of
vision statements to define how your organization will function
five years in the future as well as how to develop the strategies
needed to make the required transformation a success. Praise for
the Book: Harrington and Voehl present the most comprehensive and
effective approach to optimizing an organization's performance
developed to date. -Tang Xiaofen, President of the Shanghai
Association for Quality & President of the Shanghai Academy of
Quality Management Compulsory reading for all leaders to maximize
efficiency and effectiveness while navigating business in this
risky global economy.-Acn. Shan Ruprai President APQO, National
Chairman Australian Organisation for Quality, and Chairman AIBI
Australia A Note from the Authors: Organizational Master Plans are
tangible and often visible statements of where the organization is
now, what it should be in the future and what is required to get
there. While processes for developing them vary, master plans are
most successful when they represent a vision that brings together
the concerns of different interest groups, and their
recommendations create a ground swell of business community and
political support. Good Organizational Master Plans are flexible,
and have involved the business leaders and other stakeholders from
the outset, giving the plan a legitimate base, and a better chance
to come to fruition. While circumstances vary from place to place,
the decision to develop a master plan is often determined by the
need to understand the current conditions of the marketplace, to
generate and build stakeholder interest and participation, to
create a new and common vision for the future, and/or to develop a
clear and solid set of recommendations and implementation strategy.
Susan Rademacher, executive director of the Louisville Olmsted
Parks Conservancy, had this to say about the process of developing
Louisville's Organizational Master Plan: . . .When we got started
with our master plan, there were a few important things that we
focused on. One was that we started with a belief in the native
intelligence of this community, from 1888 forward. And we invited
the public to really dream about what these parks could be, what
they remembered the parks as, and we tried to change expectations
in that way. Typically in the past, ...the little changes that come
about in parks are politically motivated to get a big bang in the
short term for the next election. And ... our parks were suffering
from that. So when we invited the community to dream large, we
changed the expectations and also changed the expectations of what
the public sector was looking to do.
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