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thinking is probably a poor model for managerial thinking . . . The grand fallacy of formal strategic planning, he concluded, was that, Because analysis is not synthesis, strategic planning is not strategy formation. While few people would explain the problem in these terms, disillusionment with strategic planning has escalated. The plans of nonprofit organizations (and some corporations, too) frequently seem to be the triumph of a cumbersome process over progress. Sometimes, the actual weight of the plan seems greater than its substantive heft. For many nonprofit boards that have embraced formal strategic planning, one overarching concern has arisen: the organization s strategic plan is neither strategic nor a plan. A swirl of six different, yet related, problems contributes to the sense among many trustees that the strategic plans of nonprofits are more utopian portraits than blueprints for action. 1. Plans without traction. A formal plan, in theory, details how an organization expects to move from current circumstances to a preferred state.The process usually involves extrapolations from the present to the future. However, nonprofits normally accord far more attention to the latter than the former.And therein lies the rub. In many plans, dreams trump realities. There are pages upon pages devoted to a brighter future with little or no attention to current conditions or the perhaps inconveniently intractable financial, political, and cultural realities that impede or preclude notable progress. The blue-sky quality of these plans overshadows down-to-earth considerations the practical yet crucial daily routines that must change to realize a new vision. As a result, the status quo, ironically, goes relatively unchallenged and unchanged except incrementally, the very approach strategic plans are supposedly designed to avert. As a



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Revenue for the year 2006 is estimated to be about 5 percent above year 2005, primarily as a result of a price increase, rather than an increase in occupancy. Expenses are estimated in total to be about 5 percent higher than in 2005. a. Given the balance sheet and income statements, calculate whatever financial ratios (see 4) you think are appropriate that will indicate the financial health of the Restoration Resort. b. List the information that you would like to have that is not shown on the financial statements, but would make it easier to carry out some financial projections as a preliminary step before going ahead with a complete feasibility study (see 13) for expansion.





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How to configure the History panel That creating a snapshot preserves the current state of the image to be used later How to use the History Brush and Eraser tools to paint a previous history state onto a later state How to use the Action panel to save lots of time when editing images That Photoshop provides several built-in actions How to create and organize custom actions

ASCII Printer Figure 8-1: In this example, computer A is sharing an Internet connection, computer B is sharing files, and computer C has a shared printer.

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new, powerful, and reliable techniques has enabled the detailed study of this complex ecosystem. Table 9.1 lists techniques used for the identi cation of technological microbiota in fermented sausages throughout the world. The phenotypic approach (i.e., the identi cation based on assimilation fermentation growth challenges) has been the rst to be applied and is still in use, despite its drawbacks regarding reliability and accuracy, even at species level. The most frequently applied and most reliable technique is sequencing of the 16S-rRNA gene. This technique has been applied either in combination with other techniques, such as SDSPAGE of whole cell proteins, RAPD-PCR, or PFGE, or directly to the isolated microorganism. Although this approach provides accurate identi cation at strain level, an equally important part of the microbiota, namely the viable but not culturable fraction,

(Heifetz, 1994), they almost inevitably provoke disagreements. Unlike technical innovations, generative constructs like community policing and battered children force people to confront fundamental beliefs and behaviors. Part of a leader s responsibility is to facilitate consensus on such contested issues. By consulting and engaging an organization s many stakeholders, leaders generate not just a sense of the situation, but also a commitment, or buy-in, to take actions consistent with that consensus. In Heifetz s formulation, Leaders mobilize people to face problems, and communities make progress on problems because leaders challenge and help them to do so (1994). A consensus about adaptive problems will govern the organization s strategic and technical work. Leaders who facilitate that consensus are, in effect, governing their organizations. This new leadership theory repositions technical managers as adaptive or cognitively complex leaders engaged in the generative thinking essential to governing.This raises an urgent question:Where do boards fit into the picture Boards as Bystanders. Most boards are on the outside looking in, as virtually everyone else in and around the organization participates in generative work. True, some boards do generative work some of the time, and a few trustees regularly do so, but most boards are not organized and equipped to do generative work. As we argued earlier, boards have increasingly practiced a managerial version of governance. Instead of identifying problems, framing issues, or making sense of the organization, most boards address the problems that managers present to them. Indeed, the no-board scenario 2 suggests that

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professionals and general work populations (ie, Maslach, 1982) Smith s model of athletic burnout (see Figure 282) was an elaboration on his earlier developed stress process model (ie, Smith, 1980) In his conceptual model, Smith (1986) outlines four components with parallel relationships for stress and burnout processes that are influenced by personality and motivational factors The first component relates to the situational basis for perceptions of stress and burnout: the relative imbalance between situational demands and personal and environmental resources In the second component of the model, consistent with Lazarus and Folkman s (1984) theorizing on the stress process, Smith specifies cognitive appraisal as the crucial process mediator of behavior.

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