Public Administration

Question

Organizational leaders and managers can address new or ongoing issues and take advantage of emerging opportunities by regularly reviewing and updating their organizations’ strategic plans. This revision process also helps organizations to establish a future direction and maintain sustainability. For this Discussion, select an existing national or international non-profit or government organization with issues that are not addressed in the organization’s strategic plan. As you explore these issues, consider how you might revise the organization’s strategic plan to address these issues.
A brief description of the non-profit or government organization that you selected. Explain issues that are not addressed in the organization’s current strategic plan. Then, explain how you might revise the strategic plan to address these new issues.

The book to use is: Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (4th ed.). San Francisco, CA: Jossey-Bass. (Use Chapter 10 of this book is attached) PLEASE USE EBOOK AS ONE OF THE THREE REFERENCES (USE THE CHAPTER 10 ATTACHED)

Answer

Strategic Planning

It is imperative for a cycle of change in a strategic plan to take into account all the likely scenarios under different circumstances and their impact on the solutions being sought (Berman & Evans, 2013). Organizations grow and decline, times and situations change, and new coalitions are formed. Therefore, every organization must have clear plans on how to deal with dynamism. In this review, the organization selected for analysis is the United States Department of Defense (DOD). Over the years, the US Department of Defense’s strategic plans has been subject to criticism because of some missing issues. In its current strategic plan, “Department of Defense Strategy for Countering Weapons of Mass Destruction”, there are numerous deficiencies that must be addressed as a basis for a revision process aimed at establishing a future direction and maintaining organizational sustainability (Bryson, 2011).

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First, from the outset, the entire DOD plan does not seem to have a clear definition of the strategic goals that ought to be attained. The stated goals are rather vague and the organization will find it difficult to undertake successful implementation if the planners do not make an attempt to elaborate them. The best alternative to clarification is the release of another report on the side that lays down the entire plan in more explicit terms. A case in point is how the DOD plans to counter weapons of mass destruction (WMD), but there is vagueness and ambiguity in the way it outlines the ways in which this will goal will be achieved. The strategic plan envisions seeking partnerships with nations and organizations that are interested in the fight against WMD programs, but it does not provide specific details regarding the approaches it will use to do that. Meanwhile, the assumption would be that a vivid plan of implementation would be unwarranted because of the sensitivity of the national security issues at stake (Young & Lovelace, 1995). Nevertheless, these issues are important at both organizational and public-interest levels considering that how well the public perceives the DOD to be implementing such a strategic plan goes a long way in arraying security concerns and winning public confidence.

The DOD’s strategic plan is also missing an important indicator mandatory in strategic plans: timelines. Its strategic plan theoretically covers the major sections at the crux of eradicating weapons of mass destruction, but there are no clear deadlines and plans of action for all the said tasks. Instead, the strategic plan seems to indicate that these tasks will take an indefinite timeframe because of the assumption that they constitute the general objective of the organization. On the contrary, Bryson (2011) argues that the lack of specific timelines triggers failure in implementation because the organization becomes crowded with many, potentially conflicting policies and objectives which may end up undermining the overarching strategic objective. On the other hand, as an organization, US DOD has to contend with a lot of political pressure from the executive and legislature, such that there are numerous external forces that may influence its strategic plans. For this reason, the revision process for the DoD strategic plan requires that the strategic goals be restructured and made unambiguous. Besides, the unambiguous goals must have clear timelines that reflect the ability to adapt to the anticipated trajectory in the fight against WMD. The clarity in stating the goals and outlining well-defined timelines is important because it will reduce the amount of external political influence being exerted on the organization.

Conclusively, strategic planning is vital for every organization, but its success largely depends on the clarity of the plan. The US DOD’s strategic plan for countering WMD lacks well-defined goals and clear timelines. Therefore, the department runs the risk of not attaining its goals altogether. Besides, under the prevailing circumstances, external political influence could impact the department negatively especially if no revision is made to the planned actions in order to provide clear timelines.

References

Berman, B. R., & Evans, J. R. (2013). Retail management: A strategic approach. London: Pearson Higher Education.

Bryson, J. M. (2011). Strategic planning for public and non-profit organizations: A guide to strengthening and sustaining organizational achievement (4th Ed.). San Francisco, CA: Jossey-Bass.

Young, T. D. & Lovelace, D. C. (1995). US Department of Defense Strategic Planning: The Missing Nexus. Boston, MA: Diane Publishing.

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