Brightpath academic press (3 resultados)

Condición: New. Print on Demand.

Condición: New. Print on Demand.

Paperback. Condición: new. Paperback. Every year the plan is produced. It is well written. It has never once changed what the organization did.That pattern is not a failure of effort. It is the predictable result of using instruments built for a differentkind of organization. Most strategy teaching in this field is adapted from corporate strategy: thevocabulary is changed, the examples are swapped, and the underlying apparatus - built to explain whysome firms are more profitable than others - is left in place. Managers then find that the tools do notfit their situation, and conclude that the problem is their own organization.The problem is not their organization. Four structural conditions change what strategy can be here.Authority is plural: several parties hold legitimate authority, none of them wholly. Purpose is contested, frequently by design, so a method that requires clear objectives before it can begin will not begin.Resources come from parties who are not the beneficiaries, which severs the feedback a marketsupplies. And accountability shapes how the work may be done, not merely how it is reported.This book is built on taking those four conditions seriously rather than treating them as friction. One testrecurs in every chapter: a statement counts as strategic only if it says what the organization will not do.A goal that forecloses nothing is an aspiration, however it is formatted.What this book helps you do: - Establish what your organization is required and permitted to do before deciding what it wants todo.- Test whether a mission can settle a real, current argument about resources rather than ahypothetical one.- Map who can actually stop a specific proposal, and identify where authorization will weaken insidethe delivery period.- Separate genuine strategic issues from the four kinds of item that resemble them: the complaint, the operational deficiency, the decision already made, and the wish.- Diagnose whether a stalled strategy is an implementation problem or a strategy error, and respondaccordingly.- Lay the current strategy beside the current budget and find out what the organization has actuallydecided.- Read a performance measure honestly, including the ways a number improves while the underlyingthing does not.Key topics: mandates, authorizing environments, and governance; goal ambiguity and mission drift;environmental scanning, weak signals, and scenario sets; stakeholder power and coalition durability;capabilities and administrative capacity; issue framing and prioritization; generating and choosingamong alternatives; levels of strategy; work programs, owners, milestones, and dependencies; budgetand revenue alignment; structure, people, and culture; collaboration, alliances, and mergers;measurement, distortion, and evaluation; and institutionalizing a strategy so that it survives the personwho wrote it. Who it is for: graduate students in public affairs and nonprofit leadership programs, instructors teachinga semester course, and agency and charity managers who have produced plans that changed nothingand want to understand why.Every chapter states plainly what its method cannot do. Begin with the conditions that actually governthe work, and build a strategy that can survive contact with the people whose consent it needs. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…