Koteen (University of Maryland, and formerly a director of the Office of Development Administration in the US Department of State) is well-qualified to write this book. He explains the problems faced by those who try to apply strategic management concepts to nonprofit organizations; reviews the advantages of such concepts for managing nonprofit organizations; and stresses the important role of top management in both formulating and implementing strategies. The author covers the generally accepted strategic management model used and presents various ways to implement strategies in the public sector, such as program management and management-by-objectives. Koteen also presents various organizational structures that can be used to implement strategies and methods to evaluate, control, and monitor performannce. Choice

A unique operational manual for managers and executives of nonprofit organizations, this volume confronts what the author sees as a serious dilemma--the widespread lack of strategic thinking and planning in the public and private nonprofit world. To remedy this situation, Jack Koteen has written a comprehensive yet easily accessible handbook that organizes and codifies in one volume the vast amount of concepts and practices in strategic planning and management that have been developed over the last several decades. Extensive coverage of ways to implement strategic plans and initiatives is included. Primary emphasis is placed on fundamental or mid-range methods that have wide applications. The methods and techniques introduced are keyed to practical applications, making this an extremely useful working tool for practitioners and an invaluable resource for students of public and nonprofit management.

Divided into six sections, the book begins by discussing the challenges faced by those who seek to apply strategic management to public concerns and the positive results to be derived from their use. In the second section, Koteen examines new approaches to strategic leadership, with particular reference to the central role of the chief executive as both a general manager of strategy and a master of change. Subsequent chapters address the design, organization, and evaluation of a strategic management system; setting the strategic agenda; and implementing strategy throughout use of bite-sized modern program management methods. The concluding section addresses ways in which managers can learn from experience by controlling and monitoring performance and evaluating programs and projects.