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Jingdong book

公共与非营利组织战略规划：增强并保持组织成就的行动指南（第3版）

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Jingdong book

公共与非营利组织战略规划：增强并保持组织成就的行动指南（第3版）

Name: 公共与非营利组织战略规划：增强并保持组织成就的行动指南（第3版）
Brand: Jingdong book
SKU: 3102008541
Price: 45.17 USD
Availability: OutOfStock

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Content Description

早在20年前第一版发行时，约翰·布赖森就提出了一个经过深思熟虑的全新的战略规划模型。自此，这本著作成为战略规划领域的参照标准。在《公共与非营利组织战略规划：增强并保持组织成就的行动指南（第3版）》经过全面修订的第三版中，布赖森为帮助当今的领导者们提高组织绩效进一步更新了这一经久不衰的畅销书。新版
·刻画了战略转变循环——有很多组织使用过这一经过论证的战略规划程序
·为规划程序的实施提供了详细的指南，并为使组织的规划程序产生效应提供了特殊的工具和技术
·为创造公共价值引荐新的方法，如利益相关者分析、战略构图、平衡计分卡、协作等等
·提供了能促进整个组织进行战略性思考和行动的组织设计的信息
·包含有大量更新的样本和案例

Author Description

约翰·布赖森明尼苏达大学汉弗莱公共事务学院教授，研究方向为规划与公共事务。曾为美国本土及海外多个公共部门、非营利组织以及营利性组织提供领导力和战略规划咨询。他最近出版的著作（与弗朗·阿克曼、科林·伊登及查理·芬恩合著）为：《看得见的思维：解开实际经营成果的因果映射》（Visible Thinking Unlocking Causal Mapping for Practical Business Results）。
译者简介：
孙春霞，华中科技大学公共管理学院教师，美国亚利桑那州立大学公共管理学院访问学者。主要从事城市管理、公共政策和公共部门战略管理方面的教学及科研工作。主编著作：《实践中的美国公共政策》；参编著作：《现代城市管理学》；翻译著作：《国富国穷》、《计量经济学基础》、《跨世纪的中美关系》、《中国西部四十年》等。在《中国行政管理》等期刊上发表多篇学术论文。

Comments

“约翰·布赖森是公共与非营利部门的战略规划专家。我和其他成千上万的实践者一样，从他的著作中获益匪浅。其经典著作的这个最新版本内容更加丰富，在战略构图、利益相关者分析以及战略管理方面增添了新的内涵。”
——戴维·奥斯本，《改革政府：企业精神如何改革着公营部门》、《摒弃官僚制：政府再造的五项战略》、《政府改革手册：战略与工具》、《政府的价格》等著作的作者之一
“约翰·布赖森的著作所体现的理念适用于所有处理各种复杂问题的非营利组织或政府组织。如果你想寻找一条新的途径，一种解决问题的新理念，一种改变你所在组织战略方向的方法，要进行战略转变，那就请阅读这本著作！”
——加里·坎宁安，非裔美国人项目主管，明尼苏达州亨内平县基本健康保健项目主管，北点卫生与健康中心执行总裁

Catalogue

第一篇理解战略规划的动力机制
第1章为什么战略规划具有史无前例的重要性
战略规划的定义、目标和利益
战略规划的缺憾
为什么战略规划变成了标准的明智实践
战略规划的三个例子
小结

第2章战略转变循环——有效的战略规划方法
战略规划的十个步骤
让程序适应特定环境
小结

第二篇运用战略转变循环的关键步骤
第3章发起和达成战略规划程序的协议
规划的焦点和所期望的结果
好处
发展初始协议
程序指导方针
对程序要持现实希望
小结

第4章阐明组织的训令和使命
训令
使命
利益相关者分析
使命陈述
案例
进程指导方针
小结

第5章评估环境以确定优势和劣势，机遇与挑战
目的
理想的结果
好处
外部环境评价
内部环境评价
评估过程
SWOC分析案例
过程指导方针
小结

第6章认定组织面临的战略性问题
理想的结果
好处
战略性问题案例
描述战略性问题
战略性问题认定的七种途径
过程指导方针
小结

第7章表述和采纳战略与规划以管理战略性问题
目的
理想的结果
好处
战略发展的两种途径
战略规划
规划的采纳
程序准则
小结

第8章为未来建立一个有效的组织愿景
预期成果
好处
案例
指导原则
小结

第9章成功实施战略和规划
预期结果
好处
方案和项目
预算的特殊角色
过程准则
小结

第10章再评估与修订战略规划
期望的结果
好处
案例
建立战略管理系统
指导方针
小结

第三篇管理规划进程及开始战略规划
第11章促进战略规划运行的领导角色
了解战略规划的实施环境
了解包括自己在内的相关人员
发起进程
支持进程
促进进程
建立集体领导
通过对话和讨论，创造有意义的进程
决策的作出和执行
实施规范，解决争议，化解遗留矛盾
小结：整合

第12章从战略规划开始
回顾三个案例
开始
资源
资源A 利益相关者界定和分析方法
资源B 椭圆图程序：战略性问题的确定和有效战咯的形成
资源C 协作模式中的战略规划
参考文献
译后记

Book Abstract

公共部门和非营利组织的运作环境发生了一定的变化，不仅是愈发的无常，而且其内部相关性更加强烈；由此以来，系统内任何部位发生的变动所引发的反响都是无法预测的——而且通常会在社会中出现混乱和危险的局面。这种递增的不确定性和内部相关性需要公共和非营利组织（以及社区）做出四个层面的回应。第一，这些组织必须要做出史无前例的战略性思考、行动和学习。第二，它们必须将自己的洞察力转化成有效的战略以应付周围变化了的环境。第三，它们必须要发展必要的理论以此为战略的选择和实施奠定基础。第四，它们必须建立够大够强的合作，采取所期望的战略并在实施过程中保护自己。
战略规划能够帮助公共和非营利组织的领导者和管理者进行战略性的思考、学习和行动。第1章对战略规划做了介绍，如其潜在的利益以及一些局限性。本章主要讨论了战略规划所不能做的以及在何种情况下可能会不适用。此外还描述了为什么战略规划在这里被看作一个“明智的实践”——因为它本身具有的综合实质和政治理性的能力。这一章通过介绍三个运用战略规划过程而获得巨大改进的组织作出结论。它们的经验将被运用到整本书中以阐明战略规划的动力机制。
第一篇通过对我最偏爱的战略规划过程（第2章）的纵览得出结论。这个过程，即战略转变循环，是专门为推动公共和非营利组织（以及社区）进行战略性的思考、行动和学习而设计的。它在实践过程中具有典型的可塑性、重复性和动力，但同时也具有相当的秩序性、参与性和有效性，以决定如何以最佳方式使组织获得最佳状态并创造出真正的公共价值。

Introduction

公共与非营利组织的领导者和管理者该如何应对其组织当前或日后面临的各种挑战呢？这些组织所存在的各种环境之间的联系越来越密切，而且不确定性也越来越大，领导者对此应有何反应？面对日渐紧缺和无法预测的资源，公众新的预期或正式的使命安排，人口结构的变化，放松管制或者重新管制，国际、国内、州内或地方政治经济形势的剧变，公共组织、非营利组织和商业组织的重新定位，他们又该做何反应？他们的组织的使命应该是什么？他们如何能够创造出更大而且更持久的公共价值？他们如何能够在使组织缺陷最小化并克服组织所面临的挑战的同时，又加强组织的力量并利用各种机遇？他们该怎样系统地阐述各种理想的战略并有效地实施？这些都是本书要回答的问题。内容范围
《公共与非营利组织战略规划》所基于的前提假设是，如果一个公共或非营利组织要完成任务、胜任使命的委托、让选民满意，并在日后创造出公共价值，那么，这个组织的领导者或管理者必须是位有效的战略专家。这些领导者和管理者需要在其控制范围内尽可能多地行使行政裁量权，他们需要给出一些有效的战略以应对变化了的或正在变化的环境，他们还需要构建一个一致而又有力的决策基础。
战略规划就是帮助领导者和管理者完成这些任务而设计的一套概念、程序和工具。事实上，战略规划可定义为形成基本决策与行动的一种规范的努力过程，而这些基本的决策与行动又将告诉我们一个组织（或其他实体）是什么、干什么和为什么这样做。在过去的四十年间，战略规划已经成为商界管理思想与实践的一个标准组成部分。而在过去的二十年间，战略规划又成为大量公共与非营利组织的标准实践。

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