The government manager's guide to the work breakdown structure
Strategic planning deals with long-term goals and objectives. Performance management focusing on the performance of an organization, department, process, or employee-is what makes strategic planning work. Neither can be done without the other, but both must be adapted to the organization. This volum...
| Otros Autores: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Vienna, Virginia :
Management Concepts
2013.
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| Edición: | 1st edition |
| Colección: | Government manager's essential library ;
5. |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009630015306719 |
Tabla de Contenidos:
- Title Page; Copyright; ABOUT THE AUTHOR; CONTENTS; PREFACE; ACKNOWLEDGMENTS; CHAPTER 1: An Introduction to Strategic Planning; What Is Strategic Planning?; History of the Balanced Approach; Application of a Balanced Approach to the Public Sector; Why a Balanced Approach Works; CHAPTER 2: Determining Public Value: Meeting Public Governance and Client Responsibilities Through Consultation; The Difference Between a Customer and a Stakeholder; The Value Chain; The Consultation Process; Identifying Your Customer and Stakeholder; Why Regulatory and Enforcement Agencies Are (and Are Not) Different
- Best PracticesCHAPTER 3: Organizing Your Consultation Process: Assessing Current Reality and Planning for the Future; The Strategic Planning Process; Terms Used in Strategic Planning; Formulating the Mission Statement; Focus Groups; Workshops/Retreats; Brainstorming; SWOT Assessments; A Word About Putting It All Together; Core Values; CHAPTER 4: Consultation at Its Best: Involving Everyone in an Iterative Process; Listening to Your Customers and Stakeholders; Consulting with Legislative Bodies; Listening to Your Employees; Partnering with Unions; Best Practices/Enablers; Lessons Learned
- CHAPTER 5: The Need to CommunicateDeveloping a Communications Strategy; Changing the Management Style Through Communication; Performance by the Organization, Teams, and the Individual; Town Halls and Other Meeting Alternatives; Communicating Internally and Externally, and Where to Differentiate; The Need for Honesty in Establishing Public Trust; CHAPTER 6: Leading the Public-Sector Organization in a Changing World; Sharing the Leadership Role; The Leader as Educator; The Leader as Architect; The Leader as Caretaker; Establishing Strong Performance Management Principles
- CHAPTER 7: Making It All Work: Building a Strategic FrameworkLinking Your Plan to Day-to-Day Operations; Linking Your Plan to the Business Plan; Linking Your Plan to the Data Systems; Linking Your Plan to the Budget Process; Creating a Strategic Management Framework; CHAPTER 8: A Few Final Words; APPENDIX; ACRONYMS AND ABBREVIATIONS; REFERENCES AND RESOURCES; INDEX
