Strategic planning for public and nonprofit organizations free download

According to the Global Communications Report from the Annenberg School for Communication and Journalism at the University of Southern California, almost half of PR professionals and more than 60 percent of marketing executives believe that marketing and PR will become more closely aligned in the next five years. Public relations is as old as human civilization. One of the earliest physical artifacts of public relations is a 4,year-old clay tablet, discovered in Iraq, which was meant to persuade Sumerian farmers to adopt agricultural practices that would help them grow better crops.

Once people stopped trying to settle every question with force and started trying to achieve their goals through negotiation, consensus building, and shaping public perception, PR was born. Despite its ancient roots, modern public relations did not emerge as a profession until the start of the 20th century. Bernays pioneered the use of psychology, sociology, and other social sciences in designing persuasive public relations campaigns to help his corporate, political, and nonprofit clients achieve their goals.

Lee, a former journalist, developed many of the principles and techniques that PR professionals continue to follow today. He believed in open communication with the media, understood that positive publicity was the result of good corporate performance, and felt that PR professionals have a responsibility to the public as well as their clients.

Lee believed that the only way for an organization to win public understanding and support was to tell its story honestly and accurately. When a three-car passenger train owned by the Pennsylvania Railroad derailed while crossing a new bridge across Thoroughfare Creek near Atlantic City in , 53 people drowned.

Rather than attempt to cover up or minimize the incident, Lee convinced railroad officials to invite reporters to the accident site, answer their questions, and openly disclose information before rumors started circulating and ended up in print. He also issued what many consider the first press release, detailing all the known facts of the accident. Public relations really started to come of age as a powerful tool between the two world wars and increasingly after World War II.

Many Americans had been dead set against U. Once U. The CPI was so successful that Wilson continued using a variety of PR tactics to promote his policies after the war ended. President Franklin D. Roosevelt followed a similar strategy during the s when he needed to sell Depression-era Americans on the benefits of his New Deal. Roosevelt launched a PR campaign that blamed corporations for the country's economic problems. Many companies responded by hiring PR agencies or creating in-house departments to defend themselves and try to regain public support.

During these years, public relations was also gaining a solid foothold in corporate America. Successful PR campaigns like those waged by Arthur W. Page, a pioneer in corporate public relations, captured the attention of business leaders everywhere. Negative press coverage quickly dropped to 60 percent and continued to improve. By the mids, a rapidly growing number of companies were relying heavily on their PR representatives for counsel and guidance — just as they relied on their attorneys, accountants and other professionals with specialized knowledge and skills.

Organizations across many different industries and around the world use strategic public relations to accomplish a variety of overarching goals, including:. Public relations strategies can also be helpful for organizations developing a content strategy and an SEO plan.

Strategic public relations help to build a more successful content strategy by ensuring content is closely aligned with brand and business objectives, and by amplifying each piece of content so that it reaches more members of your target audience. Public relations can also help to advance and support a more successful SEO strategy for organizations by creating great content, placing it in key publications, and generating links to your company website and blogs.

Because of the dynamic nature of the industry, public relations has evolved to embrace communication tools and trends such as digital storytelling, social listening, and big data. Public relations is now poised to incorporate new technologies such as virtual reality and artificial intelligence. Forward-thinking organizations and PR professionals will continue to stay abreast of new developments and take advantage of new opportunities.

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The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed. Try Smartsheet for free, today. That, in turn, can generate perceptions of unfairness and encourage team loyalty at the expense of candid and socially responsible decision making.

Skewed reward systems can lead to a preoccupation with short-term profits, growth, or donations at the expense of long-term values. Mismanaged bonus systems and compensation structures are part of the explanation for the morally irresponsible behavior reflected in Enron Corp.

A variety of situational pressures can also undermine moral conduct. Yet when the experiment was described to subjects, none believed that they would comply, and the estimate of how many others would do so was no more than one in In real-world settings, when instructions come from supervisors and jobs are on the line, many moral compasses go missing. Ninety percent of subjects paired with someone who refused to comply also refused to administer the shocks.

By the same token, 90 percent of subjects paired with an uncomplaining and obedient subject were equally obedient. Research on organizational behavior similarly finds that people are more likely to engage in unethical conduct when acting with others.

Under circumstances where bending the rules provides payoff s for the group, members may feel substantial pressure to put their moral convictions on hold. That is especially likely when organizations place heavy emphasis on loyalty and off er significant rewards to team players.

For example, if it is common practice for charity employees to inflate expense reports or occasionally liberate office supplies and in-kind charitable donations, other employees may suspend judgment or follow suit. Once people yield to situational pressures when the moral cost seems small, they can gradually slide into more serious misconduct. A frog thrown into boiling water will jump out of the pot. A frog placed in tepid water that gradually becomes hotter will calmly boil to death.

Moral blinders are especially likely in contexts where people lack accountability for collective decision making. A well-known study by Scott Armstrong, a professor at the Wharton School of the University of Pennsylvania, illustrates the pathologies that too often play out in real life.

The drug would likely be banned by regulators because a competitor offered a safe medication with the same benefits at the same price.

More than four-fifths of the boards decided to continue marketing the product and to take legal and political actions to prevent a ban. By contrast, when a different group of people with similar business backgrounds were asked for their personal views on the same hypothetical, 97 percent believed that continuing to market the drug was socially irresponsible.

These dynamics are readily apparent in real-world settings. Other characteristics of organizations can also contribute to unethical conduct. Large organizations facing complex issues may undermine ethical judgments by fragmenting information across multiple departments and people. In many scandals, a large number of professionals—lawyers, accountants, financial analysts, board members, and even officers—lacked important facts raising moral as well as legal concerns.

Work may be allocated in ways that prevent decision makers from seeing the full picture, and channels for expressing concerns may be inadequate. Another important influence is ethical climate—the moral meanings that employees give to workplace policies and practices. Organizations signal their priorities in multiple ways, including the content and enforcement of ethical standards; the criteria for hiring, promotion, and compensation; and the fairness and respect with which they treat their employees.

Workers also respond to moral cues from peers and leaders. Virtue begets virtue, and observing integrity in others promotes similar behavior. These organizational dynamics play out in distinctive ways in the nonprofit sector.

There are six areas in particular where ethical issues arise in the nonprofit sector: compensation; conflicts of interest; publications and solicitation; financial integrity; investment policies; and accountability and strategic management. Salaries that are modest by business standards can cause outrage in the nonprofit sector, particularly when the organization is struggling to address unmet societal needs.

The problem is not just salaries. It is also the perks that officers and unpaid board members may feel entitled to take because their services would be worth so much more in the private sector. Nonprofits also face issues concerning benefits for staff and volunteers. How should an organization handle low-income volunteers who select a few items for themselves while sorting through noncash contributions?

Should employees ever accept gifts or meals from beneficiaries or clients? Even trivial expenditures can pose significant issues of principle or public perception. Travel expenses also raise questions. Can employees keep frequent flyer miles from business travel?

How does it look for cash-strapped federal courts to hold a judicial conference at a Ritz-Carlton hotel, even though the hotel offered a significantly discounted rate? The Panel on the Nonprofit Sector recommends in its Principles for Good Governance and Ethical Practice that organizations establish clear written policies about what can be reimbursed and require that travel expenses be cost-effective.

But what counts as reasonable or cost-effective can be open to dispute, particularly if the nonprofit has wealthy board members or executives accustomed to creature comforts.

Conflicts of Interest. Conflicts of interest arise frequently in the nonprofit sector. Related conflicts of interest arise when an organization offers preferential treatment to board members or their affiliated companies. These examples raise a number of ethical questions. Should board members obtain contracts or donations for their own organizations? Should a major donor receive special privileges, such as a job or college admission for a child?

In three-quarters of nonprofits that did not report any such transactions, board members were not required to disclose financial interests in entities doing business with the organization, so its leaders may not have been aware of such conflicts. Despite the ethical minefield that these transactions create, many nonprofits oppose restrictions because they rely on insiders to provide donations or goods and services at below-market rates. To maintain public trust and fiduciary obligations, nonprofits need detailed, unambiguous conflict of interest policies, including requirements that employees and board members disclose all financial interest in companies that may engage in transactions with the organization.

At a minimum, these policies should also demand total transparency about the existence of potential conflicts and the process by which they are dealt with. Publications and Solicitation. It also provides a framework for handling challenges, and keeps the focus on the organization's priorities.

Strategic Planning for Nonprofit Organizations is an excellent source of guidance for managers at nonprofits of every size and budget, helping readers to: Identify the reasons for planning, and gather information from internal and external stakeholders Assess the current situation accurately, and agree on priorities, mission, values, and vision Prioritize goals and objectives for the plan, and develop a detailed implementation strategy Evaluate and monitor a changing environment, updating roles, goals, and parameters as needed Different organizations have different needs, processes, resources, and priorities.

The one thing they have in common is the need for a no-nonsense approach to planning with practical guidance and a customizable framework. Strategic Planning for Nonprofit Organizations takes the fear out of planning, with expert guidance on the nonprofit's most vital management activity.

Author : John Moore Bryson Publisher: ISBN: Category : Nonprofit organizations Languages : en Pages : Get Book Book Description This new edition features the strategy change cycle, a proven planning process used by a large number of organizations; offers detailed guidance on implementing the planning process and includes specific tools and techniques to make the process work in any organization; introduces new material on creating public value, stakeholder analysis, strategy mapping, balanced scorecards, collaboration, and more; includes information about the organizational designs that will encourage strategic thought and action throughout the entire organization; and contains a wealth of updated examples and cases.

In this completely revised third edition, Bryson updates his perennial bestseller to help today's leaders enhance organizational effectiveness. This new edition: Features the Strategy Change Cycle--a proven planning process used by a large number of organizationsOffers detailed guidance on implementing the planning process and includes specific tools and techniques to make the process work in any organizationIntroduces new material on creating public value, stakeholder analysis, strategy mapping, balanced scorecards, collaboration, and moreIncludes information about the organizational designs that will encourage strategic thought and action throughout the entire organizationContains a wealth of updated examples and cases "John Bryson is THE expert on strategic planning in the public and nonprofit sector.

I've learned a great deal from his work, as have thousands of practitioners. This latest edition of his classic work is even richer, with its new material on strategy mapping, stakeholder analysis, and strategic management. If you are looking for a new approach, a new way of approaching an issue, a way of changing the strategic direction of your organization, of making systemic change happen, then read this book!

This new and immensely practical workbook helps organizations work through the typical challenges of leading implementation for sustained change. It spotlights the importance of effective leadership for long-term successful strategic plan implementation.

The authors include a wealth of tools designed to help with goal and objective setting, budgeting, stakeholder analysis, prior- ity reconciliation, strategies in practice, special leadership roles, cultural changes, and more. The workbook's conceptual framework, step-by-step process, and worksheets can be applied in a variety of ways. It can be used as a whole, or selected parts can be used by board members, boards of directors, senior management teams, implementation teams, and task forces on a regular basis throughout the process of sustained implementation.

The workbook's individual worksheets, or combinations of worksheets, can be used as needed to address a variety of implementation-related tasks. Author : Alan W. Steiss Publisher: CRC Press ISBN: Category : Political Science Languages : en Pages : Get Book Book Description The central resource for process improvement and innovation, this book includes valuable techniques to identify and improve organizational processes, as well as manage the change that accompanies implementation.