UnitVII PowerPoint Presentation
You are the budget and finance director for your agencyor a public/nonprofit agency with which you are familiar. Your supervisor hasasked you to craft a presentation recommending strategic cuts to your agencybased upon past and future budget reductions. You must prepare an 8-10 slidePowerPoint presentation presenting your findings and recommendations. The cutsdo not need to be sweeping, but should rather be strategic and realistic, andbased upon future collaborative initiatives. Concentrate on how “strategicleadership” will guide your organization through this process, relying onexamples and information from Chapter 11 of the textbook. That is, what rolescan leaders in the organization play to make these cuts more palatable to theentire organization? Be sure to support your recommendations with no fewer thanthree peer-reviewed journal articles.
When creating the presentation, craft it in a“business professional” manner with appropriate text proportions, consistentand professional font, and appropriate images to present your information.While some features of PowerPoint may be better at catching attention, it maynot be suitable for presenting professional information and driving home yourpoint.
Your presentation should be written in APA stylewriting with appropriate citations. Include a references slide at the end ofyour presentation for your resources
At the outset of Chapter 11, Bryson (2011) notes,“…strategic planning is not a substitute for effective leadership. There is nosubstitute for effective leadership (and committed followership) when it comesto planning and implementation (p. 355).” Quite simply, without competent,effective, and committed leadership, the strategic planning process will fail.Even more simply, without effective leadership, organizations will fail.Strategic planning is simply a variable in any organization that requires soundleadership, guidance, and stewardship.
As noted in Chapter 11, effective organizationalleaders must assume several roles to ensure the success, implementation, andsustainability of the strategic plan. First, they must understand the contextof the plan within the organization, communicating its need and relevance toall stakeholders. Second, they must understand who will be involved in theplanning and implementation and what role(s) they will serve (as both leadersand followers). Third, as Bryson (2011) notes, leaders must sponsor theprocess, demonstrating commitment and buy-in to the process and final product.Fourth, leaders must champion the process, serving as an organizationalcheerleader of sorts, both internally and externally. Fifth, leaders mustfacilitate the strategic planning process, ensuring that planners havesufficient time, resources, and support to effectively craft and implement theplan. Sixth, and last, leaders must foster collective leadership andfollowership to guarantee plan sustainability (Bryson, 2011).
Bryson accurately chronicles that to effectively leadthe strategic planning process, organizational leaders must communicateeffectively, using a consistent and sustained dialogue (including feedback)with all those involved and effected. Organizational communication is integralto organizational success from any perspective and in every way, includingstrategic planning. It is also important for leaders to tout the plan andinform stakeholders regarding its progress and implementation at meetings,forums, gatherings, in the media, and in the public sphere; the end product ofwhich is a consistent message that permeates the organization and reaches thepublic (Bryson, 2011).
To reinforce, without effective and committedleadership, strategic planning will fail, regardless of the mission, culture,values, or size of the public or nonprofit organization. Even with leadershipchanges, a well-crafted and implemented plan can endure, as long as it isintegrated into the organizational culture from top to bottom. As Bryson (2011)states throughout Chapter 11, almost as important as effective leadership iscommitted followership. Even if all staff are not involved in the planning andimplementation of the plan, they can show support for it by committing to it asfollowers and good organizational citizens.
Bryson, J. M. (2011). Strategic planning for publicand nonprofit organizations: A guide to strengthening and sustainingorganizational achievement (4th ed.). San Francisco, CA: Jossey-Bass.