| Description |
1 online resource. |
|
data file rda |
| Series |
The government manager's essential library ; 5 |
|
Government manager's essential library ; 5.
|
| Note |
Title from title screen. |
| Bibliography |
Includes bibliographical references and index. |
| Contents |
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 |
| Summary |
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 volume is designed as a reference for those involved in the day to-day challenge of performance management and measurement. Government managers will find ideas and practices that can be applied effectively in the federal environment.Contents: An Introduction to Strategic Planning Determining Public Valu. |
| Subject |
Public administration -- United States.
|
|
Work breakdown structure -- United States.
|
|
Project management -- United States.
|
|
Administration publique (Science) -- États-Unis. |
|
Organigrammes des tâches -- États-Unis. |
|
Gestion de projet -- États-Unis. |
|
Project management |
|
Public administration |
|
Work breakdown structure |
|
United States |
| Other Form: |
Print version: Haugan, Gregory T., 1931- Government manager's guide to the work breakdown structure. Tysons Corner, VA : Management Concepts Press, [2013] 9781567264111 (DLC) 2013933788 (OCoLC)910725725 |
| ISBN |
9781567264326 (electronic bk.) |
|
1567264328 (electronic bk.) |
|
1567264115 |
|
9781567264111 |
|
More Resources