In this milestone, you will develop the Introduction section of your final project. In Module Two, you selected three public, nonprofit, or governmental organizations and researched their strategic management practices to make recommendations regarding effective strategies and best practices in strategic management. Keep in mind that the target audience for your white paper is the leadership and management of a public or nonprofit sector organization; you should write the white paper with the idea that it could be presented to key decision-makers in a governmental agency or public or nonprofit organization. For this milestone, you will concisely describe the three organizations you will be comparing in your white paper. Make sure to include the organizational vision for each organization in your description. Refer to the Final Project Guidelines and Rubric for more detail about the final project. To complete this assignment, review the Milestone One Guidelines and Rubric document.
module_overview2.html.zip
pad_631_milestone_one_guidelines_and_rubric.pdf
module_three_assessing_the_organizations_environment.html.zip
pad_631_final_project_guidelines_and_rubric.pdf
pad_631_q3329_strategic_mgmt_in_public_svc_19tw3___3252019___429_pm.zip
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PAD 631 Milestone One Guidelines and Rubric
Overview: In this milestone, you will select organizations and develop the Introduction section of your final project.
Prompt: In Module Two, you selected three public, nonprofit, or governmental organizations and researched their strategic management practices to make
recommendations regarding effective strategies and best practices in strategic management. Refer to the Final Project Guidelines and Rubric for more detail
about the final project.
Keep in mind that the target audience for your white paper is the leadership and management of a public or nonprofit sector organization; you should write the
white paper with the idea that it could be presented to key decision makers in a governmental agency or public or nonprofit organization.
For this milestone, you will concisely describe the three organizations you will be comparing in your white paper. Make sure to include the organizational vision
for each organization in your description.
Specifically, the following critical elements must be addressed:
I.
Introduction: Concisely describe the three organizations you will be comparing in your white paper. Make sure to include the organizational vision for
each organization in your description.
Guidelines for Submission: Your draft of the Introduction portion of your final project should adhere to the following formatting requirements: a 1- to 2-page
Microsoft Word document, double-spaced, using 12-point Times New Roman font and one-inch margins. You should use current APA-style guidelines for your
citations and reference list.
Critical Elements
Describe
Organizational Vision
Articulation of
Response
Proficient (100%)
Concisely describes the three
organizations being compared
Includes a discussion about the
organizational vision for each entity
Submission has no major errors related
to citations, grammar, spelling, syntax,
or organization
Needs Improvement (90%)
Describes the three organizations being
compared, but description is wordy or
vague
Includes a discussion about the
organizational vision for each entity,
but is inaccurate and/or missing details
Submission has major errors related to
citations, grammar, spelling, syntax, or
organization that negatively impact
readability and articulation of main
ideas
Not Evident (0%)
Does not describe the three
organizations being compared
Value
45
Does not include a discussion about the
organizational vision for each entity
45
Submission has critical errors related to
citations, grammar, spelling, syntax, or
organization that prevent
understanding of ideas
10
Total
100%
PAD 631 Final Project Guidelines and Rubric
Overview
Public managers need to be able to position their organizations to achieve desired program outcomes by utilizing fundamental strategic management
techniques. Managers may be charged with diagnosing complex situations and resolving them in ways that enhance organizational performance. Throughout
this course, you have learned strategic perspectives on the management and leadership of public sector organizations. Now for your final project, you will
develop a strategic management white paper that can be used to guide decision making for a public or nonprofit sector organization. To do this, you will select
three public, nonprofit, or governmental organizations and research their strategic management practices to make recommendations regarding effective
strategies and best practices in strategic management. Your recommendations should be targeted toward the leadership and management of any public sector
or nonprofit organization; you do not need to focus specifically on making recommendations for the three organizations you selected. Rather, they will be your
basis for making recommendations for public and nonprofit organizations in general. Your white paper should be written so that it could be presented to the
leaders of a public, nonprofit, or governmental organization.
Select three of the following for your white paper:
Public Agencies
Washtenaw County, Michigan
City of Grand Rapids, Michigan
City of Albany, New York
Rock Hill, South Carolina
Durham, North Carolina
Monmouth County, New Jersey
City of Tamarac, Florida
City of Peoria, Arizona
City of Seattle, Washington
City of Portland, Oregon
Lake County, Illinois
Prince William County, Virginia
Miami-Dade County, Florida
Private Sector Companies
Johnson & Johnson
Google
Microsoft Corporation
General Motors
British Petroleum
Disney Corporation
Walmart
Dell
Cargill
Koch Industries
Meijer
Amway
Nonprofit Organizations
Minnesota Council of Nonprofits
United Way
American Red Cross
NELLCO (New England Law Library Consortium)
The Denver Foundation
National Council of Nonprofits
Lumina Foundation
Commonwealth Foundation
Human Rights Watch
New York Academy of Art
Sierra Club
The final project represents an authentic demonstration of competency because strategic management white papers are regularly used to guide decision making
for a public or nonprofit sector organization. The project is divided into three milestones, which will be submitted at various points throughout the course to
scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Three, Five, and Eight. The final project will be submitted
in Module Ten.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Assess alignment of public institutions’ discrete resources to their organizational visions based on elements of the strategic management process
Determine best practices for enhancing the effectiveness of public programs based on qualitative and quantitative evaluation of program outcomes
Recommend program reengineering best practices appropriate for program redesign in government or nonprofit organizations based on cost, benefit,
and risk analysis
Assess strategic management processes for their effectiveness in overcoming unique constraints facing government agencies
Recommend strategies to enhance organizational performance and mitigate the impact of contemporary challenges to strategic management in the
public sector
Prompt
Your strategic management white paper should answer the following prompt: Develop a white paper discussing strategies and best practices in strategic
management that can be used to guide decision making. The target audience for your white paper is the leadership and management of a public or nonprofit
sector organization; you should write the white paper with the idea that it could be presented to key decision-makers in a governmental agency or public or
nonprofit organization.
Specifically, the following critical elements must be addressed:
I.
Introduction: Concisely describe the three organizations you will be comparing in your white paper. Make sure to include the organizational vision for
each organization in your description.
II. Analysis: In this section of your white paper, you will analyze the strategic management practices of the three organizations. Specifically, you should
address the following:
A. Strategic Management: Compare the elements of strategic planning and the strategic management process that were utilized by the three
organizations. In other words, how did the organizations apply elements of the strategic management process? What worked and why?
B. Resource Alignment: Assess the alignment of the three organizations’ discrete resources to the organizational visions.
C. Resource Allocation Decisions: Describe how the organizations’ resource allocation decisions were altered or guided by the strategic planning
and management process. In other words, how did the organizations apply elements of the strategic management process to align resources to
organizational vision?
D. Outcome Evaluation: Describe the qualitative and quantitative measures that were used to evaluate the program outcomes.
E. Best Practices: Identify the best practices used by the three organizations to increase the effectiveness of program outcomes.
F. Cost-Benefit Analysis: Create a cost-benefit analysis that identifies the costs, benefits, and risks associated with program or process redesign in
the three organizations.
G. Constraints: Describe the constraints facing the three organizations. Examples of constraints include diffused leadership, limited managerial
autonomy, politically defined performance outcomes for programs, and legal requirements.
H. Private Sector Techniques: Analyze the private sector strategic planning techniques used by the three organizations to address the constraints
you described. Support your response with specific examples of instances when the organizations used private sector techniques instead of
public sector techniques.
III. Recommendations
A. Program Success: Based on the measures used to evaluate the program outcomes and the best practices you identified, which best practices
could decision makers implement to enhance the likelihood of program success?
B. Participation: Recommend a participation best practice by contrasting the participation characteristics of the reengineering processes used in
the three organizations.
C. Program Reengineering: Recommend a best practice model for program reengineering based on your cost-benefit analysis for the three
organizations and independent research.
D. Overcoming Constraints: How effective were the strategic management processes used by the three organizations to overcome the constraints
they faced?
E. Organizational Success: Explain how governmental and nonprofit agencies can improve organizational success by best utilizing the principles of
benchmarking, best practices, and comparative governmental performance.
F. Customer Service: Recommend a strategy to mitigate the impact of the challenge of providing effective and efficient customer service. Justify
your recommendation. Your response should be based on your analysis of the three organizations and additional research.
G. Boundary Limitations: Recommend a strategy or tactic that governmental agencies and nonprofit organizations can implement to mitigate the
impact of the challenge of territorial boundary limitations. Justify your recommendation. Your response should be based on your analysis of the
three organizations and additional research.
Milestones
Milestone One: Introduction
In Module Three, you will submit the Introduction portion of your final project. This milestone will be graded with the Milestone One Rubric.
Milestone Two: Analysis
In Module Five, you will submit the Analysis portion of your final project. This milestone will be graded with the Milestone Two Rubric.
Milestone Three: Recommendations
In Module Eight, you will submit the Recommendations portion of your final project. This milestone will be graded with the Milestone Three Rubric.
Final Submission: White Paper
In Module Ten, you will submit your final project. It should be a complete, polished artifact containing all of the critical elements of the final project. It should
reflect the incorporation of feedback gained throughout the course. This submission will be graded with the Final Project Rubric.
Deliverables
Milestone
One
Two
Three
Deliverable
Introduction
Module Due
Three
Grading
Graded separately; Milestone One Rubric
Analysis
Five
Graded separately; Milestone Two Rubric
Recommendations
Eight
Graded separately; Milestone Three Rubric
Final Submission: White Paper
Ten
Graded separately; Final Project Rubric
Final Project Rubric
Guidelines for Submission: Your strategic management white paper should adhere to the following formatting requirements: 15–20 pages, double-spaced, using
12-point Times New Roman font, and one-inch margins. You should use current APA style guidelines for your citations and reference list.
Critical Elements
Introduction
Exemplary (100%)
Meets “Proficient” criteria, and
description expertly balances
necessary detail with brevity
Proficient (90%)
Concisely describes the three
organizations being compared
and their organizational visions
Analysis: Strategic
Management
[PAD-631-01]
Meets “Proficient” criteria, and
comparison demonstrates keen
insight into strategic
management process
Compares elements of strategic
planning and management
process utilized by the three
organizations
Analysis: Resource
Alignment
[PAD-631-01]
Meets “Proficient” criteria, and
response demonstrates
nuanced understanding of
alignment of discrete resources
and organizational vision
Meets “Proficient” criteria, and
description demonstrates
nuanced understanding of
applying the strategic
management process for
aligning resources to
organizational vision
Assesses alignment of the three
organizations’ discrete
resources to organizational
visions
Analysis: Resource
Allocation Decisions
[PAD-631-01]
Describes how the
organization’s resource
allocation decisions were
altered or guided by the
strategic planning and
management process
Needs Improvement (70%)
Describes the three
organizations being compared
and their organizational visions,
but description is wordy or
vague
Compares elements of strategic
planning and management
process utilized by the three
organizations, but with gaps in
accuracy or detail
Assesses alignment of the three
organizations’ discrete
resources to organizational
visions, but assessment is
cursory or inaccurate
Describes how the
organization’s resource
allocation decisions were
altered or guided by the
strategic planning and
management process, but with
gaps in clarity or detail
Not Evident (0%)
Does not describe the three
organizations being compared
and their organizational visions
Value
3
Does not compare elements of
strategic planning and
management process utilized
by the three organizations
6.2
Does not assess alignment of
the three organizations’
discrete resources to
organizational visions
6.2
Does not describe how the
organization’s resource
allocation decisions were
altered or guided by the
strategic planning and
management process
6.2
Analysis: Outcome
Evaluation
[PAD-631-02]
Analysis: Best
Practices
[PAD-631-02]
Analysis: Cost-Benefit
Analysis
[PAD-631-03]
Analysis: Constraints
[PAD-631-04]
Analysis: Private
Sector Techniques
[PAD-631-04]
Meets “Proficient” criteria, and
response demonstrates
nuanced understanding of
program outcome evaluation
methodologies
Meets “Proficient” criteria, and
response demonstrates
nuanced understanding of best
practices used to enhance the
effectiveness of public
programs
Meets “Proficient” criteria, and
analysis demonstrates keen
insight into costs, benefits, and
risks of program redesign
Describes the qualitative and
quantitative measures that
were used to evaluate the
program outcomes
Meets “Proficient” criteria, and
description demonstrates
nuanced understanding of
constraints facing
governmental agencies
Meets “Proficient” criteria, and
analysis demonstrates keen
insight into relationship
between strategic management
processes and constraints
facing governmental agencies
Describes the constraints facing
the three organizations
Identifies best practices used
by the three organizations to
increase effectiveness of
program outcomes
Creates a cost-benefit analysis
that identifies the costs,
benefits, and risks associated
with program or process
redesign in the three
organizations
Analyzes private sector
strategic planning techniques
used by the three organizations
to address constraints and
supports response with specific
examples of instances when
the organizations used private
sector techniques instead of
public sector techniques
Describes the qualitative and
quantitative measures that
were used to evaluate the
program outcomes, but with
gaps in clarity or detail
Identifies best practices used
by the three organizations to
increase effectiveness of
program outcomes, but with
gaps in accuracy or detail
Does not describe the
qualitative and quantitative
measures that were used to
evaluate the program
outcomes
Does not identify best practices
used by the three organizations
to increase effectiveness of
program outcomes
6.2
Creates a cost-benefit analysis
that identifies the costs,
benefits, and risks associated
with program or process
redesign in the three
organizations, but analysis is
cursory or inaccurate
Describes the constraints facing
the three organizations, but
with gaps in clarity or detail
Does not create a cost-benefit
analysis that identifies the
costs, benefits, and risks
associated with program or
process redesign in the three
organizations
6.2
Does not describe the
constraints facing the three
organizations
6.2
Analyzes private sector
planning techniques used by
the three organizations to
address constraints and
supports response with specific
examples of instances when
the organizations used private
sector techniques instead of
public sector techniques, but
analysis has gaps in accuracy,
detail, or support
Does not analyze private sector
planning techniques used by
the three organizations to
address constraints and does
not support response with
specific examples of instances
when the organizations used
private sector techniques
instead of public sector
techniques
6.2
6.2
Recommendations:
Program Success
[PAD-631-02]
Meets “Proficient” criteria, and
response demonstrates
nuanced understanding of best
practices used to enhance the
effectiveness of public
programs
Determines appropriate best
practices decision makers could
implement to enhance
likelihood of program success,
based on measures used to
evaluate program outcomes
and best practices identification
Recommendations:
Participation
[PAD-631-03]
Meets “Proficient” criteria, and
response demonstrates
nuanced understanding of
program reengineering best
practices
Recommendations:
Program
Reengineering
[PAD-631-03]
Meets “Proficient” criteria, and
response demonstrates keen
insight into relationship
between program
reengineering best practices
and costs, benefits, and risks of
program redesign
Meets “Proficient” criteria, and
assessment demonstrates keen
insight into relationship
between strategic management
processes and constraints
facing governmental agencies
Meets “Proficient” criteria, and
explanation demonstrates keen
insight into enhancing
organizational performance
Recommends appropriate
participation best practice by
contrasting participation
characteristics of reengineering
processes used in the three
organizations
Recommends appropriate best
practice model for program
reengineering based on costbenefit analysis for the three
organizations and independent
research
Recommendations:
Overcoming
Constraints
[PAD-631-04]
Recommendations:
Organizational
Success
[PAD-631-05]
Assesses effectiveness of
strategic management
processes used by the three
organizations to overcome
constraints
Explains how governmental and
nonprofit agencies can improve
organizational success by best
utilizing the principles of
benchmarking, best practices,
and comparative governmental
performance
Determines best practices
decision makers could
implement, but practices are
not appropriate for enhancing
likelihood of program success
or are not based on measures
used to evaluate program
outcomes and best practices
identification
Recommends participation best
practice by contrasting
participation characteristics of
reengineering processes used
in the three organizations, but
best practice is not appropriate
Recommends best practice
model for program
reengineering, but model is not
appropriate or is not based on
cost-benefit analysis for the
three organizations and
independent research
Assesses effectiveness of
strategic management
processes used by the three
organizations to overcome
constraints, but assessment is
cursory or inaccurate
Explains how governmental and
nonprofit agencies can improve
organizational success by best
utilizing the principles of
benchmarking, best practices,
and comparative governmental
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