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The influence of the strategic planning process on a nonprofit board and a public commission

机译：战略规划流程对非营利组织董事会和公共委员会的影响

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摘要

Recently, scholars have shown greater interest in nonprofit organizations. More and more authors are documenting the need for nonprofit organizations to borrow from the management practices of the private sector. Strategic planning is one such practice. Most of the earlier research attempts to link strategic planning with nonprofit organizations have failed to provide the descriptive data necessary for a realistic account of an organization's planning efforts.;The intent of this study was to document the strategic planning process conducted by a nonprofit Board of Directors and a public Commission and to describe the influence of the planning process on Board Members and Commissioners. The design of this study used a broad interpretation of action research and was enriched through participant observation. Data was collected during pre- and post-planning interviews with Board Members and Commissioners as well as Strategic Planning Committee meetings. Interview data was analyzed and presented. A narrative of the planning process was compiled in the genre of story telling for each participating organization.;Among the conclusions drawn are the following: (a) the planning process is unique to each organization, (b) the product of the planning process is unique to each organization, (c) the planning process serves as an arena for valuable discussion, (d) the selection of the strategic planning committee and its chair is very important, (e) the planning process is a four-part process, (f) the full Board or Commission should be involved in the assessment and implementation phases of planning, (g) the majority of Board Members and Commissioners interviewed defined strategic planning as rational and linear, believed that strategic planning is equally beneficial in all sectors, believed that strategic planning is the responsibility of the Board or Commission (as opposed to staff), preferred using the services of a planning consultant, and believed that the entire Board or Commission must involved in the planning process.
机译：最近，学者们对非营利组织表现出了更大的兴趣。越来越多的作者在记录文件，非营利组织需要从私营部门的管理实践中借鉴经验。战略规划就是这样一种实践。多数将战略计划与非营利组织联系起来的早期研究尝试都未能提供描述组织计划工作的真实描述所必需的描述性数据。本研究的目的是记录非营利组织理事会进行的战略计划过程董事和公共委员会，并描述计划过程对董事会成员和专员的影响。本研究的设计对行动研究进行了广泛的解释，并通过参与者的观察得到了丰富。在与董事会成员和专员进行规划前和规划后访谈以及战略规划委员会会议期间收集了数据。采访数据进行了分析和介绍。在每个参与组织的讲故事风格中，都对规划过程进行了叙述。在得出的结论中，以下内容是：（a）规划过程对每个组织都是唯一的；（b）规划过程的结果是每个组织都有其独特之处，（c）规划过程是进行有价值的讨论的舞台，（d）选择战略规划委员会及其主席非常重要，（e）规划过程分为四个部分，（ f）整个董事会或委员会应参与规划的评估和实施阶段；（g）接受采访的大多数董事会成员和专员将战略规划定义为合理和线性的，认为战略规划在所有领域都同样有利，战略规划是董事会或委员会（而非员工）的责任，首选使用规划顾问的服务，并且认为整个董事会或委员会必须参与计划过程。

著录项

  • 作者

    Powers, Mary Alicia.;

  • 作者单位

    University of San Diego.;

  • 授予单位 University of San Diego.;
  • 学科 Management.
  • 学位 Ed.D.
  • 年度 1990
  • 页码 312 p.
  • 总页数 312
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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