Strategic planning involves 8 elements:
1) Establishing the organization's values, vision and mission
2) Analyzing the organization's current position
3) Considering the organization's potential for growth and opportunities
4) Identifying constraints, threats and limits
5) Setting short, medium and long-term objectives
6) Determining the means to achieve objectives through resources
7) Managing human resources to encourage collaboration and involvement
8) Measuring performance over time through timelines, criteria and tools
this presentation is on Strategic management.
It covers following topics in detail -
Introduction of strategic management
Definition of strategic management
Mintzberg’s Views of Strategy
Features of strategic management
Role of strategic management
Process of strategic management
Need of Strategic management
Benefits of Strategic management
Limitations of strategic management
Mission & Vision
this presentation is on Strategic management.
It covers following topics in detail -
Introduction of strategic management
Definition of strategic management
Mintzberg’s Views of Strategy
Features of strategic management
Role of strategic management
Process of strategic management
Need of Strategic management
Benefits of Strategic management
Limitations of strategic management
Mission & Vision
Strategic formulation in Strategic managementYamini Kahaliya
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
Corporate Strategies are considered as Grand Strategy of a company. Here we are dealing with corporate strategy and its types. They are: Stability Strategies, Expansion Strategies, Retrenchment Strategies, and Combination Strategies
This presentation was submitted to RNB Global University for the partial fulfillment of BBA by Gautam Chopra & Chaman. Different Forms of Project Organization including 4 types
Functional Organization, Divisional Organization, Matrix Organization, & Projectized Organization
This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
This Module covers Definition,Relevance , Characteristics , Level, Approach of Strategic Management along with Strategic Management Model, Strategist and Pitfall in Strategic Management
Strategic formulation in Strategic managementYamini Kahaliya
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
Corporate Strategies are considered as Grand Strategy of a company. Here we are dealing with corporate strategy and its types. They are: Stability Strategies, Expansion Strategies, Retrenchment Strategies, and Combination Strategies
This presentation was submitted to RNB Global University for the partial fulfillment of BBA by Gautam Chopra & Chaman. Different Forms of Project Organization including 4 types
Functional Organization, Divisional Organization, Matrix Organization, & Projectized Organization
This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
This Module covers Definition,Relevance , Characteristics , Level, Approach of Strategic Management along with Strategic Management Model, Strategist and Pitfall in Strategic Management
This Powerpoint presentation describes the fundamental elements of the management tool known as the Balanced Scorecard. It covers the fundamental building blocks of Balanced Scorecard, It's important, it's relation to strategy, a case study using this approach and how BSC can be used in improving quality, time and throughput of a company.
Animal Protection Society Management 2. Strategy, Struc.docxdurantheseldine
Animal Protection Society Management
2. Strategy, Structure and Organisational Culture
STRATEGY
Introduction
Definitions
The Importance of Strategy
What Constitutes a Strategy?
Vision and Mission
Building a Strategy
The Strategy Process
Organisational Values
Brand
Strategic Review
STRUCTURE & SYSTEMS
Introduction
Need for Structure
Choice of Structure
Examples of Structures
Approach to Coordination
ORGANISATIONAL CULTURE
Introduction
Key Cultures
Determinants of Culture
Changing Cultures
FURTHER RESOURCES
Strategy
Introduction
Strategy is concerned with deciding the nature, domain and scope of an organisation’s
activities (essentially, what it is like, its values, the areas it covers and the direction it is
going in), and the way its success will be evaluated. The pattern of activities in strategy
arises from the acquisition, allocation and commitment of a set of resources and
capabilities by the organisation, in an effective match with the challenges of its
environment, and from the management of the network of relationships with and between
stakeholders.
Strategic planning is vital to ensure that your organisation follows the most effective
course towards its mission. Animal protection societies are bombarded with an
increasingly wide and complex set of demands, and can easily become reduced to reactive
‘fire-fighting’ organisations. This invariable slows down progress towards mission.
1
Animal Protection Society Management
Definitions
Strategy can be defined in many ways, including the following useful examples: -
‘Strategy is the pattern of activities to be followed by an organisation in pursuit of its
long-term purpose’, including its ‘placing’ within the movement. In simple terms:
‘Where we are now, where we want to go and how we intend to get there’.’
‘An agreed-upon course of action and direction that helps manage the relationship
between an organization and its environment. The goal is to achieve alignment or synergy
so that an optimal flow of resources to the institution is achieved.’
‘Strategy can be defined as the process of identifying, protecting, leveraging and
renewing the strategic capabilities of an organisation through its definition of purpose its
organisation and processes, and its choice and support of people.’
What most definitions have in common is: -
An understanding/assessment of the organisation’s resources and capabilities
An understanding/assessment of the external environment
From these, a decision on the best way to use and apply the former to achieve an
agreed aim in the latter.
The Importance of Strategy
Strategy formulation is a vital function of NGO management. A well-focussed and
defined strategy is necessary to ensure optimal progress towards mission and vision is
achieved - in the same way as a route map (or sea chart) is needed, to ensure the most
direct route is taken between home.
Leadership seminar presentation - Daniel IlungaDaniel Ilunga
This presentation is about what strategic planning is and what its value is to the organisation based on the model suggested by Goodstein et al. (1993 & 2008)
The topic tackles the basic processes of strategic planning, environmental scanning, SWOT analysis as applicable to forming the VMGO of any organization specifically the students organizations. It also discusses some techniques in coming up with a working a vibrant vision and mission.
46 PEJ March•april2010 By Prathibha Varkey, MD, MPH.docxalinainglis
46 PEJ March•april/2010
By Prathibha Varkey, MD, MPH, MHPE, and Kevin E. Bennet
Practical Techniques for Strategic
Planning in Health Care Organizations
S t r a t e g i c P l a n n i n g
In this article…
Take a look at the elements needed to create a strong
strategic plan.
The development of an organizational strateg y prov ides
a long-ter m road map for a health care organization, and is
v itally impor tant in the light of current uncer tain economic
circumstances.
The strateg y statements prov ide the bedrock for the
entire organization to create and execute tactics for v iable
f uture business, prioritize goals, and allocate and coordinate
resources.
Yet, strategic planning appears to be grossly underutilized,
especially in the health care sector. It is often viewed as a ritu-
alistic task that needs to be done.1 Yet executives often commit
significant resources to the process. In fact, Taub remarks that a
company with over 3000 employees spends on an average, $3.1
million to produce a strategic plan, with little return.2
Strategic planning is a “set of organizational processes
for identif y ing the desired f uture of the organization and
developing decision g uidelines”3 and prov ides a map for how
an organization w ill achieve its objectives and goals.
In addition to the obv ious benef it of creating a strategic
plan for the organization, the process itself, if done well, is
power f ul in team building and creating the necessar y buy-in
and enthusiasm for f uture change and action.
It also prov ides g uidance for product and market
improvement, and enhancement of operational processes,
communit y engagement and bottom-line productiv it y.
Creating a sense of urgency
It is critical to recog nize that strategic planning is the
ultimate responsibilit y of the senior management team led by
the senior-most executive responsible for the organization or
the work-unit.
At the first kickoff meeting of the executive team, we rec-
ommend that the leader present a big-picture view of the future
and vision for the organization and the need for change.
The sense of urgency galvanizes the team to action and
creates the suppor t of the overall organization for the evo-
lutionar y or radical changes that need to occur. Some of the
issues the leader w ill need to address are:
• Where are we compared to where we want to be?
• Organizational problems
• Management problems
• Staff problems
• Failures of the past and present
• Future v ision
Ty pically, a deeply felt statement of pur pose for the orga-
nization that w ill also make work personally meaning f ul is
impor tant to rally the team for the work ahead.
For example, at Mayo Clinic, a sing ular g uiding focus of
the strategic and tactical goals of the organization and unif ies
the staff is ref lected in the primar y value of the organization:
“The needs of the patient come f irst.”
Creating a vision statement
The kick-off meeting.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
2. In his work The Art of War; Sun
Tzu suggests that to win a war one
must determine one’s position and
create a strategy in an enlightened
and powerful way.
3. Elements- one of the simplest parts into which something can be
divided, or a components of a composite whole.
Strategic planning has been defined as “a
disciplined effort to produce fundamental decisions and actions
that shape and guide what an organization is, what it does, and
why it does it” (Bryson 1995). It provides a systematic process
for gathering information about the big picture and using it to
establish a long-term direction and then translate that direction
into specific goals, objectives, and actions. It blends futuristic
thinking, objective analysis, and subjective evaluation of goals
and priorities to chart a future course of action that will ensure
the organization’s vitality and effectiveness in the long run. “At
best … it permeates the culture of an organization, creating an
almost intuitive sense of where it is going and what is important”
5. 1. The values, vision and mission of
the organization
"The mission inspires people to share in the same ideals and
expectations.
Hence, because they share in life and share in death,
The people do not fear danger."
Sun Tzu
The mission is what unifies or creates unity
(clarity, understanding) between the leader
of the business, the people working in
business, and the customers.
6. 2. A focus on the organization’s
current position.
From the outset, it is important to
identify and analyze the current
strengths and weaknesses of the
company; to run a diagnostic.
7. 3. The organization’s potential.
Where is it going? What are the
business opportunities it could seize?
Are they in line with the current
mission and the values of the
company?
8. 4. The constraints, threats, and
limits
Elements that have an affect on
its growth, whether they are
market threats or threats from
within the business.
9. 5. The short, medium, and long
term objectives.
Will it be time to reorganize
the finances, to find new business
opportunities, to develop new
products, to export?
10. 6. The means to achieve these
objectives
the financial resources, the
technology, the equipment, the skills,
etc.
11. 7. Human resource management:
the skills and the means to
encourage and increase the
collaboration of employees; to
encourage their involvement in
achieving common goals.
12.
13. 8. Measuring the
performance of the
company:
timelines, criteria, and
tools to measure the
performance of the
company, as well as
identifying the factors that
contribute to achieving that
performance.
14. School Improvement Plan Outline
ENDORSEMENT
INTRODUCTION
GUIDING PRINCIPLES
CORE VALUES
VISION
MISSION
SCHOOL AND COMMUNITY
PROFILE
SCHOOL PROFILE
Curriculum
Personnel
Special Features
Physical Facilities
COMMUNITY PROFILE
Socio-cultural
Political
Geo-political
Demography
Economy
15. SITUATION ANALYSIS
School Performance
Instructional Materials
Personnel Profile
Physical Facilities
School Management
Alliances and Linkages
Leadership
Ancillary Services
GOALS AND OBJECTIVES
Goals and Objectives
PRIORITY IMPROVEMENT AREAS
PROGRAMS AND ACTIONS FOR 3
YEARS
3-year Plan
Annual Implementation Plan
MONITORING AND EVALUATION
16. “You see things and you say “Why?,”
but I dream things that never were and I
say “ Why Not?”
George Bernard Shaw
