The Description of the Clayton County Library System

Introduction

The focus of this paper is on a brief description of the Clayton County Library System. It also focuses on the comparisons between different models of strategic planning. Besides, the paper explains the insights obtained as a result of the comparisons.

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The Description of the Clayton County Library System

Clayton County Library System is a library that is headquartered in Jonesboro, GA 30236. It has six branches that serve different public members. Clayton County Library System provides a variety of services to varied community members. Unlike most libraries, Clayton County Library System has special services precisely designed for youths, juveniles, and kids. In its mission to meet the information needs of the local community members, the library participates in various programs; for instance, it is currently a member of PINE, which is a network of public libraries with 281 located in more than one hundred and thirty counties within Georgia. Besides, it also participates in various online programs to enhance its services to the community (Clayton County Library System, n.d).

Comparisons of the Characteristics of Selected Two Strategic Models

It is important to note that there is no singular perfect model of strategic planning for a specific organization. However, there are those that an organization may consider being the most appropriate in the contexts of its situations. In this case, two models are compared and contrasted: vision-based and issues-based planning (Saxena, 2009).

Strategic planning is often meant to deal with specific issues within an organization. Therefore, both vision-based and issues-based models entail the process of identifying the primary issues to be addressed (Saxena, 2009). Moreover, the two models are similar in the sense that they involve the design of specific approaches to be used in dealing with identified issues. In addition, both models require resource inputs to be successfully planned and implemented (Saxena, 2009).

Nonetheless, there are specific differences between the two models. One of the differences is that the vision-based model is often concerned with long-term goals and objectives, unlike the issues-based model in which the main focus is on the major current issues (Egal, 2012; Shukla, 2009). Besides, organizations with substantially many resources often utilize the vision-based planning model; conversely, organizations with limited resources usually use the issues-based model to ensure that their limited resources are only used to deal with immediate issues (Reynolds, 2008; Steiner, 2012). Lastly, organizations with enough buy-ins from stakeholders normally use the vision-based model, while organizations with a few buy-ins from stakeholders will always adopt the use of the issues-based model (Pizam, 2012; Cole, 2013).

Insights as a Result of the Comparisons

I have realized that organizations can use different models of strategic planning based on the number of resources, the level of buy-ins, and the goals and objectives they have. Another insight is that there is no one particular model that is best suited for a specific organization; an organization has the discretion to determine the model to adopt during its planning processes. Hence, the conclusion I can draw is that the choice of the most appropriate planning model depends on the internal factors within an organization.

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The Most Appropriate Model for Clayton County Library System

I might use the vision-based planning model (Saxena, 2009). This is because the model, in my view, is the most appropriate for an organization with relatively sufficient resources (Saxena, 2009). It is also suitable for an organization that is busy and may not have much time to spend in terms of frequent planning (Saxena, 2009). Clayton County Library System has enough resources to undertake long-term strategic planning. Furthermore, it is an organization with many busy activities, which does not allow it to have more time for frequent strategic planning (Clayton County Library System, n.d).

Conclusion

There are different models of strategic planning that an organization can decide to use in coming up with its plans (Saxena, 2009). Notably, the models have similarities and differences (Saxena, 2009). In the case of Clayton County Library System, I would prefer the vision-based strategic planning model, because it is a busy organization with little time to spend on frequent planning. Besides, it has relatively enough resources to undertake a long-term strategic planning process.

References

Clayton County Library System. (n.d). Web.

Cole, A. (2013). Is Strategic Planning the Right Method to Define and Implement Future Strategic Options in the UK Construction Industry? Munich, Germany: GRIN Verlag.

Egal, A. (2012). Organizational Strategic Planning and Leadership: Organizational Strategic Planning Process. Munich, Germany: GRIN Verlag.

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Pizam, A. (2012). International Encyclopedia of Hospitality Management. New York, NY: Routledge.

Reynolds, G. (2008). Information Systems for Business Managers. London, UK: Cengage Learning.

Saxena, P. (2009). Management in Organizations: A System and Human Approach. New Delhi, India: Global India Publication.

Shukla, R. (2009). Talent Management: Process of Developing and Integrating Skilled Workers. New Delhi, India: Global India Publications.

Steiner, S. (2012). Strategic Planning for Social Media in Libraries. New York, NY: American Library Association.

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