Second Stage of Strategic Management
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Second Stage of Strategic Management

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Strategic Planning

Strategic Planning
Pangasinan State University
Urdaneta City

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    Second Stage of Strategic Management Second Stage of Strategic Management Presentation Transcript

    • Second Stage of Strategic Management Jennilee T. Abrenica GS-MDM Student 1st Semester 2012
    •  a vivid, imaginative conception or anticipatio n the act or power of anticipatingthat which will or may come to be a vision statement presents an image of what success will look like
    •  a statement of the purpose of a company or organization  guide the actions of the organization, spell out its overall goal, provide a path, and guide decision-making organizations purpose, its raison detre or reason for existing
    •  A companys mission is its reason for being. The mission often is expressed in the form of a mission statement, which conveys a sense of purpose to employees and projects a company image to customers. In the strategy formulation process, the mission statement sets the mood of where the company should go.
    • With vision and mission statements inhand, an organization has taken animportant step towards creating a shared,coherent idea of what it is strategicallyplanning for.
    • To be a MODEL TOWNwhere people aredisciplined, empowered,self-reliant, and productive.
    • Villasis is committed toprovide basic social services;promote healthy, safe andsecured environment; andimplement adequateinfrastructure geared towardseconomic growth.
    • Villasis Municipal HealthOffice – The best primaryhealth care providerresponsive andcompassionate towardsevery Villasinian’s healthand welfare.
    • The Local GovernmentUnit in partnership andcooperation with allconcerned stakeholderswill ensure optimumaccess to quality andefficient health careservices.
    •  We are the best tasting QSR.. (quick service restaurant) The most endearing brand… that has ever been… We will lead in product taste at all times… We will provide FSC (food-service- cleanliness) excellence in every encounter… Happiness in every moment… By year 2020, with over 4,000 stores worldwide, Jollibee is truly a GLOBAL BRAND. (and the Filipino will be admired worldwide)
    •  To serve great tasting food, bringing the joy of eating to everyone.
    • Third Stage of Strategic Management
    •  Once an organizations vision and mission have been affirmed and its critical issues identified, it is time to figure out what to do about them: the broad approaches to be taken (strategies), and the general and specific results to be sought (the goals and objectives). Strategies, goals, and objectives may come from individual inspiration, group discussion, formal decision-making techniques, and so on - but the bottom line is that, in the end, the leadership agrees on how to address the critical issues.
    • 1. Setting the Organizations’objectives - The key component ofany strategy statement is to set thelong-term objectives of theorganization. It is known that strategyis generally a medium for realizationof organizational objectives.
    •  Objectives stress the state of being there whereas Strategy stresses upon the process of reaching there. Objectives are concrete goals that the organization seeks to reach, for example, an earnings growth target. The objectives should be challenging but achievable. They also should be measurable so that the company can monitor its progress and make corrections as needed.
    • 2. Evaluating the OrganizationalEnvironment - The next step is toevaluate the general economic andindustrial environment in which theorganization operates. This includes areview of the organizationscompetitive position. It is essential toconduct a qualitative and quantitativereview of an organizations existingproduct line.
    • 3. Setting Quantitative Targets - Inthis step, an organization mustpractically fix the quantitative targetvalues for some of the organizationalobjectives. The idea behind this is tocompare with long term customers, soas to evaluate the contribution thatmight be made by various productzones or operating departments.
    • 4.Aiming in context with thedivisional plans - In this step, thecontributions made by eachdepartment or division or productcategory within the organization isidentified and accordingly strategicplanning is done for each sub-unit. Thisrequires a careful analysis ofmacroeconomic trends.
    • 5.Performance Analysis - Performanceanalysis includes discovering andanalyzing the gap between the plannedor desired performance. A criticalevaluation of the organizations pastperformance, present condition andthe desired future conditions must bedone by the organization.
    • 6.Choice of Strategy - This is theultimate step in Strategy Formulation.The best course of action is actuallychosen after considering organizationalgoals, organizational strengths,potential and limitations as well as theexternal opportunities.
    •  The strategy you formulate should reflect environmental analysis, lead to fulfillment of your organizational vision, and result in reaching organizational objectives.
    •  FIRST TIME EVALUATION 2011 – Ranked 5th Place in 44 Municipalities in the Provincial Monitoring and Evaluation of Local Level Plan Implementation of Nutrition Programs 2011 - Ranked 15th Place in the Regional Monitoring and Evaluation of Local Level Plan Implementation of Nutrition Programs
    •  http://dictionary.reference.com/browse/vision http://en.wikipedia.org/wiki/Mission_statement http://www.netmba.com/strategy/process/ http://www.worksystems.com/services/strategic_p lanning.html http://www.namac.org/strategic-planning-steps http://www.managementstudyguide.com/strategy- formulation-process.htm