A Framework of Strategic Approaches to Membership Growth in Nonprofit Community Sport

2021 ◽  
pp. 1-13
Author(s):  
Kristen A. Morrison ◽  
Katie E. Misener
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Two Dimensions ◽  
Strategic Thinking ◽  
Organizational Readiness ◽  
Sport Organizations ◽  
Growth Strategies ◽  
Organizational Strategies ◽  
Structured Interviews ◽  
Community Sport

Engaging in strategic planning may help leaders of community sport organizations (CSOs) to develop strategic thinking as well as build capacity to sustain and expand their programs despite environmental uncertainty. This study proposes a framework for understanding how the membership growth strategies of CSOs are shaped based on their environment. Semi-structured interviews with presidents of CSOs, alongside analysis of strategic plan documents, were used to identify strategic imperatives that CSO leaders considered when formulating their organizational strategies. These imperatives were grouped into two dimensions: organizational readiness for growth and environmental dynamism. These dimensions were then juxtaposed to create a matrix of four strategic approaches: Trailblazers, Enhancers, Maintainers, and Carers. Each approach is described in detail and implications for strategic management in community sport are discussed.

Strategic Planning for Nonprofit Sport Organizations: Empirical Verification of a Framework

1994 ◽  
Vol 8 (3) ◽  
pp. 218-233 ◽  
Author(s):  
Trevor Slack ◽  
Bob Hinings
Keyword(s):  
Strategic Planning ◽  
Sport Management ◽  
National Level ◽  
Two Dimensions ◽  
Sport Organizations ◽  
Empirical Verification ◽  
Strategic Initiatives ◽  
Management Literature ◽  
Strategic Type ◽  
Study Support

While it is one of the central topics in the study of organizations, the concept of strategy has received little attention in the sport management literature. This paper is, in part, designed to help fill some of this void. Specifically, the purpose of the paper is to empirically verify a framework proposed by Thibault, Slack, and Hinings (1993) for the analysis of strategy in nonprofit sport organizations and to locate a sample of national level sport organizations within this framework according to their strategic type. The results of the study support the existence and utility of the two dimensions identified in Thibault et al.'s framework. They also reveal that there are common characteristics within the organizations that constitute each of the framework's four strategic types. The identification of these characteristics provides us with a preliminary understanding of the strategic initiatives being pursued by those sport organizations.

scholarly journals “The Summit”: Strategic Planning the Future of Ag and Natural Resource Programs for Extension in North Carolina

HortScience ◽  
2004 ◽  
Vol 39 (4) ◽  
pp. 843A-843
Author(s):  
Douglas C. Sanders* ◽  
Roger Crickenberger ◽  
Billy Dunham ◽  
Edwin J. Jones ◽  
John M. O'Sullivan
Keyword(s):  
North Carolina ◽  
Strategic Planning ◽  
Strategic Management ◽  
Natural Resource ◽  
Planning Process ◽  
White Paper ◽  
Strategic Thinking ◽  
Active Listening ◽  
The Future ◽  
Stakeholder Input

Most administrators regard strategic planning as a structured process to produce fundamental decisions and actions shaping and guiding what their organization is, does, and why it does it. A concerted focus on the future is usually involved in the effort. In North Carolina, all Extension Agriculture and Natural Resource Agents, Specialists, Directors and State Staff recently utilized such a structured process in a 3-day conference entitled “The Summit”. The success of this strategic planning process can be measured by the degree to which the process lead to strategic management within NCCE. The Summit used a framework that fully explored forces affecting or impeding strategic thinking. That framework was a day of laying groundwork and with various keynote speakers helping to set the stage; a day of stakeholder direction and attendee active listening and debate; and a day of group reflection. The results of this conference were chronicled in “White Paper” written by a team representing all major in-house stakeholders. While many of the usual problems affecting Extension were reviewed, stakeholder input to both administration and staff is re-shaping the way NCCE uses resources and directs programs. Ten recommendations came out Action te Such an outcome is strategic management, and the framework of The Summit may allow other similar organizations to also have successful strategic planning meetings.

scholarly journals Strategic Thinking: The Role in Successful Management

2017 ◽  
Vol 9 (4) ◽  
pp. 44
Author(s):  
Marcelo Amaral Dionisio
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Strategic Management ◽  
Strategic Thinking ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Business Organizations ◽  
Successful Management ◽  
Strategic Process

Strategic thinking and strategic planning are concepts that are not clearly defined both in the literature and in the practice of business organizations and sometimes they are used interchangeably with each other or with strategic management. The purpose of this text is to differentiate and define both concepts and relate their role with the strategic decision making process of a firm. The text ends by approaching the issue of sustainability as a new challenge in the strategic process.

scholarly journals Strategic Management in Public Administration: A Balanced Scorecard Applicability Framework in School Management

2020 ◽  
Vol 12 (3) ◽  
pp. 458-482
Author(s):  
Pedro Henrique de Oliveira ◽  
Marco Antonio Catussi Paschoalotto ◽  
Diego Valério de Godoy Delmônico ◽  
Fernando De Souza Coelho ◽  
Fernando César Almada Santos ◽  
...  
Keyword(s):  
Public Schools ◽  
Public Sector ◽  
Strategic Planning ◽  
Strategic Management ◽  
Public Administration ◽  
Balanced Scorecard ◽  
Primary Schools ◽  
Participant Observation ◽  
Structured Interviews ◽  
New Research

Purpose - This study aims at developing a framework of the Balanced Scorecard (BSC) in public educational organizations.Theoretical framework – There are 3-sections: Strategic planning in public sector, Balanced Scorecard and BSC in the public sector. Strategic management in public administration is an important issue, with the BSC as one of the most widely used tools. Although, the application of this technique in public schools is still unexplored and uncommon, it does possess the potential to improve their effectiveness.Methodology - A 3-stage qualitative approach: (i) 8 semi-structured interviews with the principals of participating schools; (ii) 4 stages of focus groups with 3 of the principals from different schools; and (iii) non-participant observation using a field diary. Also, the data were analyzed through content analysis and cross-referencing the different forms of data collected.Findings - The results do not indicate a vast knowledge concerning the BSC’s techniques and tools, or an alignment between management planning posture, principles nor objectives of BSC application. Also, school planning is realized through the expertise of the Principal, without instruments of strategic management. Finally, adapted BSC models and strategic maps were proposed in public schools to collaborate and facilitate the strategic management process.Research, Practical Social implications - The paper contributes towards developing new research agendas for strategic management in Brazil, with the possibility of improving public results and to appoint new practices in public schools.Originality/value - We have collaborated with the creation of a tool to use in the strategic planning of primary schools and pushing BSC studies into public sectors.

Balanced Scorecard in the strategic planning of a construction company

2018 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Roberth Frias ◽  
Maria Medina
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Organization Theory ◽  
Management Control ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
Construction Company ◽  
Construction Companies ◽  
The Impact

This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

A Sustainable Approach for Organisational using Strategic Management

2020 ◽  
Vol 11 (2) ◽  
Author(s):  
Abdulla Almazrouei ◽  
◽  
Azlina Md Yassin ◽  
Keyword(s):  
Mortality Rate ◽  
Strategic Planning ◽  
Strategic Management ◽  
Crime Rate ◽  
External Environment ◽  
Police Department ◽  
Public Institutions ◽  
Abu Dhabi ◽  
The Public ◽  
The World

Strategic management have gained popularity in the public institutions to foster good delivery service to the public. The strategic planning enables organizations to establish a strategic match between the internal competency, resources and external environment. Majority of the successful organizations across the world use strategic management and planning as a tool that enables to optimize the operations and achieve maximum productivity with the resources. This paper reviewed on strategic management for organisations in Abu Dhabi especially for Abu Dhabi Police (ADP) force. It presents three strategic management theories which can be adopted by an organisation. This would help the organisation such as police department to reduce the increasing crime rate and mortality rate in UAE.

Pop vs rock: A comparison study of managing sessions in the recording studio and the influences of genre

2021 ◽  
Vol 13 (2-3) ◽  
pp. 141-161 ◽  
Author(s):  
Phil Harding ◽  
M. Nyssim Lefford
Keyword(s):  
Organizational Strategies ◽  
Structured Interviews ◽  
Music Production ◽  
Session Management ◽  
Recording Session ◽  
Management Techniques ◽  
Management Approaches ◽  
Education Support ◽  
Insight Into ◽  
Audio Media

This study examined the recording session management approaches of two music producers, Phil Harding and Greg Haver, to ascertain if and how their different approaches impact the outcomes of music production projects. Semi-structured interviews were conducted with each producer to gain insight into their approaches generally, and also, as a point of comparison, their work on the educational Gus Dudgeon Foundation/Joint Audio Media Education Support (GDF/JAMES) summer recording sessions specifically. Thematic analyses of the interviews revealed that the producers’ respective approaches are influenced by the genres in which each predominantly works. Harding, a pop producer, is very systematic. Haver, who is better known for his work in rock, uses an organic approach. Consequently, there were some clear differences in their decision making and organizational strategies at the GDF/JAMES sessions. The producers used different criteria to choose a project/artist. Each used distinctive approaches in pre-production (i.e. work on song arrangements and other technical musical decisions), production (recording) and mixing. Still, both produced pop recordings that largely conform to pop norms. Both recordings have similar pop arrangements and meet commercial standards. Findings provide new understanding of session management techniques that can benefit both music production education and practitioners.

Principles of strategic financial management and their implementation in the information economy

2021 ◽  
Vol 27 (12) ◽  
pp. 2772-2784
Author(s):  
Anna P. GAVRYUSHENKO
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Financial Management ◽  
Systems Approach ◽  
Information Economy ◽  
Legal Doctrine ◽  
Doctrinal Development ◽  
Russian Version ◽  
Management Objectives ◽  
Current State

Subject. This article discusses the general principles of strategic management in relation to strategic financial management. Objectives. The article aims to substantiate and formulate the principles of strategic financial management applicable in the conditions of the Russian version of the information economy, corresponding to the current documents of strategic planning and to the current state of the financial and legal doctrine. Methods. For the study, I used a systems approach, functional and structural analysis, retrospection, forecasting, observation, and classification. Results. The article reveals significant shortcomings of the current strategic planning documents, the lack of doctrinal development, as well as the normative consolidation of general and special principles, which could contribute to solving tasks by strategic financial management effectively. Conclusions. The general principles of strategic management in the economy as a whole are applicable and can be used as the basis for strategic financial management.

scholarly journals Pragmatics of improving planning and management in the hotel and restaurant business

2020 ◽  
pp. 56-64
Author(s):  
Zinoviy Bryindzia ◽  
Andrii Kulyk
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Initial Conditions ◽  
Planning And Management ◽  
Long Run ◽  
Strategic Factors ◽  
Business Entities ◽  
Questionnaire Research ◽  
Improved Model ◽  
Strategic Perspective

Purpose. The aim of the article is substantiation of expediency of strategic planning of activity of hotel and restaurant business and formation of model of strategic management that will allow to activate potential of subjects of managing and to provide their stable development in strategic perspective. Methodology of research. The authors used empirical, statistical and questionnaire research methods to identify the factors influencing the activities of hotel and restaurant business. It allowed substantiating the stages of business planning and describing their implementation, the formation of an improved model of strategic management, development of proposals for baseline indicators. It is expedient to make decisions on the basis of indicators concerning directions and the purpose of development of business on rendering of services in this sphere. Findings. The reasons for the imbalance of the hotel and restaurant business are analysed and the need for strategic planning and management in this area is substantiated. The stages of planning of hotel and restaurant business are defined taking into account current and strategic factors of its development that will allow to form balance between the realized services and their needs in the market. A model of strategic management of the hotel and restaurant business has been developed, which is focused on the existing social and economic level achieved in this area, resource potential and assessment of the initial conditions and opportunities for development. The main problems of the hotel and restaurant business have been identified, taking into account which will allow to achieve a positive result in the long run and to form a sufficient level of competitiveness of business entities. Originality. The organizational and methodological bases of formation of effective management of hotel and restaurant business which are based on theories of sustainable, competitive and innovative development that will allow to develop various scenarios of business development taking into account current and strategic factors are deepened. Practical value. The obtained results form an important methodological basis for improving the mechanisms of strategic planning and management of hotel and restaurant business entities, as well as allow to form competitive and functional strategies for their development in the long run. Key words: hotel and restaurant business, model of strategic management, stages of planning, business plan, current factors, strategic factors.

scholarly journals Balanced Scorecard: estudo sobre sua utilização como instrumento de gestão na empresa Novo Nordisk no Brasil

ForScience ◽  
2019 ◽  
Vol 7 (2) ◽  
Author(s):  
Edmar Souza Moreira ◽  
Wagner de Paulo Santiago ◽  
Igor Veloso Colares Batista
Keyword(s):  
Strategic Planning ◽  
Balanced Scorecard ◽  
Common Knowledge ◽  
Methodological Approach ◽  
Structured Interviews ◽  
The Balanced Scorecard ◽  
Agency Conflict ◽  
Definition Of ◽  
Pharmaceutical Production

Difundido entre empresas de todo o mundo, o Balanced Scorecard, três décadas após a sua criação, continua sendo um instrumento utilizado pelas empresas para gestão do  Planejamento Estratégico. Este estudo tem o objetivo de analisar a utilização prática do Balanced Scorecard como instrumento de gestão do Planejamento Estratégico na empresa Novo Nordisk Produção Farmacêutica do Brasil Ltda., identificando pontos de divergência em relação à teoria criada por Kaplan e Norton nos anos 90. Para a realização da pesquisa, foi adotada a abordagem metodológica empírico analítica, com a condução de estudo de caso em uma unidade fabril da empresa localizada em Montes Claros – MG. Foram feitas 19 entrevistas semiestruturadas com diretores e gerentes e aplicados 207 questionários aos demais funcionários. Os resultados mostraram que entre os gestores da empresa existe um conhecimento comum em relação às premissas para definição do Planejamento Estratégico e  um alinhamento sobre o Balanced Scorecard.  Contrariamente ao exposto por Kaplan e Norton sobre as etapas de criação do Balanced Scorecard, verificou-se que o processo na Novo Nordisk em Montes Claros é desenvolvido de forma inversa, primeiro são recebidas as metas advindas da matriz, para então ser desenvolvido o Planejamento Estratégico que levará ao atingimento destas metas. A pesquisa mostrou ainda as adaptações feitas pela empresa em estudo ao modelo proposto por Kaplan e Norton, de forma a minimizar as barreiras oriundas do conflito de agência que podem levar ao insucesso na obtenção dos resultados esperados para as metas definidas no Planejamento Estratégico das organizações.Palavras-chave: Balanced scorecard. Metas. Planejamento Estratégico.Balanced Scorecard: study on its use as a management instrument in Novo Nordisk company in BrazilAbstractDiffused among companies around the world, the Balanced Scorecard continues to be an instrument used by the companies to manage the Strategic Planning, even three decades after its creation. This study aims to analyze the practical use of the Balanced Scorecard as an instrument for the management of Strategic Planning in Novo Nordisk Produção Farmacêutica do Brasil Ltda (Novo Nordisk Pharmaceutical Production of Brazil Ltda), identifying points of divergence from the theory created by Kaplan and Norton in the 1990s. To develop the research, the analytical empirical methodological approach was adopted, with the conduction of a case study at a company unit located in Montes Claros - MG. There were 19 semi-structured interviews with directors and managers and 207 questionnaires were applied to the other employees. The results showed that among the managers of the company there is a common knowledge regarding the premises for the definition of Strategic Planning and also an alignment on the Balanced Scorecard. Contrary to what Kaplan and Norton presented about the stages of the creation of the Balanced Scorecard, it was verified that the process at Novo Nordisk in Montes Claros is developed in an inverse way: first, the goals coming from the head quarter are received. Then the Strategic Planning, which will lead to the attainment of these goals, is developed. The research also showed the adaptations made by the company under study to the model proposed by Kaplan and Norton, in order to minimize the barriers from the agency conflict that can lead to the failure to obtain the expected results for the goals defined in the Strategic Planning of the organizations.Keywords: Balanced Scorecard. Goals. Strategic Planning.  

Sign in / Sign up

Export Citation Format

Share Document