What does strategic planning for public and non-profit purposes
look like? How does strategic planning differ from other kinds of
planning, and how can these different approaches be reconciled? How
can strategic planning and implementation be linked effectively to
create strategic management? How can strategic management for
public and non-profit purposes be tailored to fit differing
circumstances, including those facing governments, public agencies,
state enterprises, privatized enterprises, and non-profit
organizations? What is the proper role for elected or appointed
policy boards when it comes to strategic management? How can
participation by key stakeholders be managed? How should various
planning tools be used in strategic planning?
This selection of papers from Long Range Planning-The
International Journal of Strategic Management provides answers to
these questions by presenting a variety of approaches to the
improvement of strategic thinking and acting for all those who wish
to sharpen their skills and improve their strategic planning and
management efforts for public and non-profit purposes. It also
describes some of the problems which can occur in the application
of what is fast becoming a standard part of the management
repertoire of public and non-profit organizations.
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