Strategic Planning
Introduction
There are a variety of strategic planning models, including goals-based, issues-based, organic, scenario. * Goals-based planning is perhaps the most common as it starts with a focus on the organization's mission (and vision and/or values), goals to work toward the mission, strategies to achieve the goals, and action planning. * Issues-based strategic planning often starts by examining issues facing the organization, strategies to address those issues, and action plans. * Organic strategic planning begins with the organization's vision and values and then action plans to achieve the vision with adhering to the values.
Major differences in how organizations carry out the various steps and associated activities in the strategic planning process are more a matter of the size of the organization than whether its profit/nonprofit. Smaller nonprofits and for-profits tend to conduct planning activities similarly and large nonprofits and large for-profits tend to conduct similarly. But the focus of the planning activities is different for-profits and nonprofits. Nonprofits traditionally tend to focus more on matters of board development, fundraising and volunteer management.
(Source: http://managementhelp.org/plan_dec/str_plan/str_plan.htm)
The structure of this analysis going forward will be as follows: * Organizational Theory surrounding NPOs: * Mission Statements of NPOs: * Product and Services Offered: * Organization Structure: * Potential Competition: * Management Strategies: * Marketing Strategies * HR Strategies
Mission, Vision and Goal Statements:
The mission should define core purpose of the organization i.e. the reason why it exists. Peter Drucker argues that all organizations including nonprofit organizations exist to serve a customer i.e. satisfying a public need. Therefore, the emphasis of this needs to be brought out in the mission statement as well. Nonprofit and governments do not
There are a variety of strategic planning models, including goals-based, issues-based, organic, scenario. * Goals-based planning is perhaps the most common as it starts with a focus on the organization's mission (and vision and/or values), goals to work toward the mission, strategies to achieve the goals, and action planning. * Issues-based strategic planning often starts by examining issues facing the organization, strategies to address those issues, and action plans. * Organic strategic planning begins with the organization's vision and values and then action plans to achieve the vision with adhering to the values.
Major differences in how organizations carry out the various steps and associated activities in the strategic planning process are more a matter of the size of the organization than whether its profit/nonprofit. Smaller nonprofits and for-profits tend to conduct planning activities similarly and large nonprofits and large for-profits tend to conduct similarly. But the focus of the planning activities is different for-profits and nonprofits. Nonprofits traditionally tend to focus more on matters of board development, fundraising and volunteer management.
(Source: http://managementhelp.org/plan_dec/str_plan/str_plan.htm)
The structure of this analysis going forward will be as follows: * Organizational Theory surrounding NPOs: * Mission Statements of NPOs: * Product and Services Offered: * Organization Structure: * Potential Competition: * Management Strategies: * Marketing Strategies * HR Strategies
Mission, Vision and Goal Statements:
The mission should define core purpose of the organization i.e. the reason why it exists. Peter Drucker argues that all organizations including nonprofit organizations exist to serve a customer i.e. satisfying a public need. Therefore, the emphasis of this needs to be brought out in the mission statement as well. Nonprofit and governments do not
Cited: Bradshaw, P., Hayday, B., Armstrong, R., Levesque, J & Rykert, L. Nonprofit Governance Models: Problems and Prospects 1. 1998. Web. 15 April 2010. Knauft, E. B, Berger, R. A & Gray, S. T. Profiles of Excellence. Jossey Bass Non-profit & Public Management Series, 1991. Print. Krattenmaker, T. Write a Mission Statement That Your Company Is Willing to Live. Harvard Management Review, 2002. Print. Niven, P. R. Balanced Scorecard Step-by-Step for Government and Non-profit Agencies. John Wiley, 2003. Print. Nolan, P and Kelleher, S. “Steering your Non-profit Organization through the Storm.” (Jan 2010). Web. (15 April, 2010). Osborne, D & Gaebler, T. Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector. Plume, 1993. Print.