The document discusses the importance of strategy for public sector organizations. It defines strategy as actions taken today to meet tomorrow's objectives, involving defining where the organization is now, where it wants to be, and how it will get there. Effective strategy requires leadership to obtain resources, defend the organization's competence, infuse the organization with values, develop distinctive competencies, distribute incentives fairly, and structure to resolve conflicts. Communicating the organization's higher purpose and strategic direction is also important to motivate staff and gain support. Overall, the document emphasizes that strategy provides direction and focus for public sector organizations to achieve their objectives and demonstrate value.
Strategic leadership refers to a manager's potential to express a strategic vision for the organization, or a part of the organization, and to motivate and persuade others to acquire that vision. Strategic leadership can also be defined as utilizing strategy in the management of employees.
Strategic leadership training for strategic leadersBryan Len
Strategic leadership. A 2 days course for strategic leaders, presented by tonex training.
The main objective of the strategic leadership training course is to train you with the core components of leadership, vision, purpose, strategy, and values.
Over the strategic leadership training course, Tonex will help you discover and develop specific skills and strategies suitable and necessary for your own organization.
Audience
The strategic leadership training is a 2-day course designed for:
Senior and principal managers
Middle managers who are on the track to senior positions
Executives, directors, and decision makers
Both public and private sectors can benefit from this training course
Learn about :
Theory and practice of leading a workplace
Build strong partnerships and external/internal networks
Develop strategic thinking and planning skills
Develop research skills, awareness and competencies
Use the resources in the most effective way
Take more reasonable risks
Share knowledge
Course Outline :
Overview of Strategic Leadership
Needs For Strategic Leadership
Fundamental Elements Of Leadership
Advanced Leadership Skills
Leadership Challenges & Levels
Qualities Essential For Strategic Leaders And How To Develop
How To Create Unique Value?
Strategic Value Propositions
Leadership Processes
Many other.
Want to learn more ?
Visit tonex.com for strategic leadership training course.
https://www.tonex.com/training-courses/strategic-leadership-training/
Management in the contemporary business environment. mario samuel camacho com...Mario Samuel Camacho
This report provides leadership skills to face the current business environment, explaining what is leadership and the types of leadership.
Particularly, it points out how to manage individuals and also how to make a self-assessment as a leader.
Strategic leadership refers to a manager's potential to express a strategic vision for the organization, or a part of the organization, and to motivate and persuade others to acquire that vision. Strategic leadership can also be defined as utilizing strategy in the management of employees.
Strategic leadership training for strategic leadersBryan Len
Strategic leadership. A 2 days course for strategic leaders, presented by tonex training.
The main objective of the strategic leadership training course is to train you with the core components of leadership, vision, purpose, strategy, and values.
Over the strategic leadership training course, Tonex will help you discover and develop specific skills and strategies suitable and necessary for your own organization.
Audience
The strategic leadership training is a 2-day course designed for:
Senior and principal managers
Middle managers who are on the track to senior positions
Executives, directors, and decision makers
Both public and private sectors can benefit from this training course
Learn about :
Theory and practice of leading a workplace
Build strong partnerships and external/internal networks
Develop strategic thinking and planning skills
Develop research skills, awareness and competencies
Use the resources in the most effective way
Take more reasonable risks
Share knowledge
Course Outline :
Overview of Strategic Leadership
Needs For Strategic Leadership
Fundamental Elements Of Leadership
Advanced Leadership Skills
Leadership Challenges & Levels
Qualities Essential For Strategic Leaders And How To Develop
How To Create Unique Value?
Strategic Value Propositions
Leadership Processes
Many other.
Want to learn more ?
Visit tonex.com for strategic leadership training course.
https://www.tonex.com/training-courses/strategic-leadership-training/
Management in the contemporary business environment. mario samuel camacho com...Mario Samuel Camacho
This report provides leadership skills to face the current business environment, explaining what is leadership and the types of leadership.
Particularly, it points out how to manage individuals and also how to make a self-assessment as a leader.
Overview of Strategic Management– Nature & Scope- Defining Strategy- Concept of Strategic Management – Characteristics of Strategic Management- Approaches to Strategic Decision-making - Elements in Strategic Management Process.
The term strategic leader is used to describe the manager who head the organization and who are primarily responsible for creating and implementing strategic change.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
There are charismatic leaders and there are strategic leaders. Strategic Leadership is the ability to influence others to engage their own agency in making decisions that enhance the prospects for an organization's success while maintaining financial sustainability.
Strategic management is the sustained planning, analysis, monitoring, and assessment of all the stuff that is necessary for an organization to meet its goals and objectives.
Overview of Strategic Management– Nature & Scope- Defining Strategy- Concept of Strategic Management – Characteristics of Strategic Management- Approaches to Strategic Decision-making - Elements in Strategic Management Process.
The term strategic leader is used to describe the manager who head the organization and who are primarily responsible for creating and implementing strategic change.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
There are charismatic leaders and there are strategic leaders. Strategic Leadership is the ability to influence others to engage their own agency in making decisions that enhance the prospects for an organization's success while maintaining financial sustainability.
Strategic management is the sustained planning, analysis, monitoring, and assessment of all the stuff that is necessary for an organization to meet its goals and objectives.
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Ashford 5: - Week 4 - Assignment
Human Resource Planning and Organizational Strategy
In a four- to five-page paper (excluding the title and references pages), discuss the relationship between human resource planning activities and the organization’s strategic development and implementation. Describe the eight elements of the staffing process. Examine the relationship between the eight elements of the staffing process and the four activities related to human resource planning.
Based on the information presented in Figure 10.5, review the human resource planning process and the previous readings from Chapters 4 and 8. Explain the relationship between the four activities of human resource planning and the organization’s strategic planning, development, and implementation.
Your paper should include in-text citations and references for at least three scholarly sources, in addition to the text, and be formatted according to APA style as outlined in the
Ashford Writing Center
.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
FIGURE 10.5 Human resource planning process
(Plunkett 330-331)
Plunkett, Warren R., Gemmy Allen, Raymond Attner. Management. Cengage Learning, 01/2012. VitalBook file.
CHAPTER 4 PLANNING AND STRATEGY
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1 Explain the importance of planning
2 Differentiate between strategic, tactical, operational, and contingency plans
3 List and explain the steps in a basic planning process
4 Discuss various ways to make plans effective
5 Distinguish between strategic planning, strategic management, strategy formulation, and strategy implementation
6 Explain the steps involved in the strategic planning process
7 Explain the formulation of corporate-level strategy, business-level strategy, and functional-level strategy
SELF-MANAGEMENT
Strategic Thinking
What do you want to accomplish with your life? To be successful, you need to be proactive, look ahead, anticipate change, and analyze opportunities. In other words, you need to plan and think strategically. This will help you to determine the potential impact of your actions on other individuals. As a result you will make better decisions.
Strategic thinking involves the gathering and use of data to make significant long-term decisions that will affect future business performance. This process requires examination of the mission, core functions and current performance of a business, the industry in which it operates, and the external environment. An important step in becoming a manager is to think strategically. For each of the following statements, circle the number which indicates your level of agreement. Rate your agreement as it is, not what you think it should be. Objectivity will enable you to determine your management skill strengths and weaknesses.
Almost Always
Often
Sometimes
Rarely
Almost Never
I set clear goals for myself.
.
Planning new venture is the essential topic for the nurses to know the path of getting transformed from Registered nurse to Nurse practitioner and from Nurse practitioner to Nurse entrepreneur. Each individual nursing personnel has unique skills to get into commerce and IT zone to empower the new branches of nursing as opportunity to build themselves by indulging into entrepreneurship.
Day 1 Intro to CCP and Competition Law in Pakistan
Day 5 Shaping organisational goals and strategies
1. Agency Effectiveness
–Shaping
organisational goals
and strategies
Ahmed Qadir, Office of InternationalAffairs
Competition Commission of Pakistan
Competition
and
Consumer
Protection
Consultations
10-14 August
2015, Istanbul
2. Introduction
Those managing public sector
organisations must address two simple,
but central questions:
1. Where should I take this
organisation?
2. What type of work should we do?
3. Introduction
Every organisation is expected to
perform certain functions thus,
organisational strategy is important.
In the private sector, strategy is based
on market forces (competition) and
organisational capability
In the public sector, political forces
replace market forces.These can
complicate strategic decisions
4. Introduction
– comparing
private and
public sector
strategy
The private sector must decide how to
make and market goods and services.
In the public sector, an organisation
must receive permission and gain
resources from elected officials before
any product can be marketed.
6. Preferred Management Tools
Source: The Economist, The Cart Pulling the Horse?, 7 April 2005
For 12 years, the Bain & Company,
a firm of consultants, asked
companies how many
management tools they use and
how satisfied they are with them.
Their findings are summarised in
the figure.
7. Why strategy
is important?
It is possible to manage an organisation
without a strategy but that only goes so
far…
Without a strategy, very difficult to
have influence over the organisation’s
agenda and its stakeholders.
Some people are lucky without a
strategy and good media relations; for
others, best to have a plan.
8. What is
strategy?
Peter Drucker describes strategy as
“actions taken today to meet
tomorrow’s objectives”
Where we are now
Where we want to be
How we are going to get there
IN ESSENCE,THE STRATEGIC PLAN IS
YOUR ORGANISATION’S GAME PLAN
9. What is
strategy?
MOORE and KHAGRAM [ON CREATING PUBLICVALUE, 2004]
describe a STRATEGICTRIANGLE for the
public sector that
defines the organisation’s mission in terms
of important public values
describes the sources of support and
legitimacy it can draw upon to accomplish
its mission and
explains how the organisation will be
organised to achieve its mission
10. What is
strategy?
Formulation
Strategy formulation begins with the
identification of objectives and
determining the methods of reaching
those objectives.
Objectives and activities are scaled to
fit within resource constraints.
Each element of strategy is constrained
by political, social, economic, and
environmental variables.
11. What is the
Benefit of a
Strategic
Plan?
Compass for action
Measurement system for monitoring
progress
Resource attraction and resource
allocation
12. Why do you
need a
Strategic
Plan?
Defines core values
Communicates common understanding
of goals & unified plan of action on
which to base business decisions
Provides framework for evaluating new
ideas
It’s a DRIVER— integrated into how you
run your operations
Keeps you from going off-track
14. Developing
and
Implementing
Strategy
A key element in developing a strategy
is take both a short-term and long-term
perspective. Look at your mandate.
How much progress will you make in the
next several years?
How will the problems you are working to
solve change?What’s more/less important?
Who are your internal and external
customers?
15. Developing
and
Implementing
Strategy
What highly visible and dramatic short-
term accomplishments could your
organisation achieve to demonstrate
competence and attract support and
resources?
Who should do the work required to
achieve your strategic goals?
16. Developing
and
Implementing
Strategy
The best strategies are built
incrementally over time and are based
on modest efforts to encourage
organisational learning.
Organisations are organic creatures.
Can only absorb so much.
Objectives and activities must be not
only politically, socially, and
economically viable, you should be
able to implement them also.
17. Implementing
Strategy
The key to effective strategy is to set
realistic but important goals and the
maintain the connection between ends
and means. [Much public sector work is routine and performed
as a matter of habit]
Basic questions remain unanswered:
who are the stakeholders? How are we
helping them?
Be careful of the huge variety of
internal processes that distract you!
18. Time Management Problems…
Operations Analysis Strategy
Operational actions
encroach on time of
senior management
? ? ? ? ? ?
MID-LEVEL
MANAGERS
SENIOR
MANAGEMENT
JUNIOR STAFF
Not enough
time for this
? ? ?
19. Role of
leadership in
strategy and
implementation
Implementing strategies requires
leadership!
Leadership is not some mythical
quality; rather, it is a function of
management.
What’s above and what’s below the
platform?
20. Role of
leadership in
strategy and
implementation
Above the platform is the environment
and a manager has two basic functions:
1. Obtain resources and support
money, staff, authority, turf.
2. Defend the organisation’s distinctive
competence the organisation is
viewed as being capable of
discharging its responsibilities
21. Role of
leadership in
strategy and
implementation
Below the platform is the organisation,
where the leader has four principal
functions:
1. Infuse with value
2. Develop distinctive competence
3. Distribute incentives fairly
4. Structure and mediate internal
conflicts
22. Infusing the
organisation
with value…
Defining the organisation’s mission and
role and adapting that to the needs of
organisational survival.
Defining a core set of objectives and
operating principles and constantly
communicate these to the others.
This is not a one-way communication
and social values will be evident.
24. Distributing
incentives
fairly
Incentives motivate staff to act in
desired ways.
Leaders must direct incentives with an
understanding of an individual’s talents
and preferences.
By understanding staff’s values,
preferences, communication patterns,
and relationships, one can direct
incentives and stimulate productivity.
25. Structure and
mediate
internal
conflicts
Leaders play a unique role in the
organisation’s social structure and
conflicts are brought to them.
This function of leadership involves
setting up processes for identifying and
resolving conflicts.
Leaders should approach conflict with
care because by the time it comes to
you, positions have harden, egos are
engaged, and emotions are visible.
26. Some final
thoughts on
leadership
Cant be done from behind a desk. One
must get out and learn about the social
organism one manages MBWA
One needs a management philosophy
that works and the ability to listen to,
learn about, and observe one’s
environment.
27. Some final
thoughts on
leadership
You are never writing your strategy on
blank paper. All organisations have a
history and a trajectory.
Failure happens. Learn from it and keep
moving.
28. Importance
of a sense of
purpose
Public sector employees have a desire
to be part of important work
important to build on that!
When staff members cannot link their
work to the organisation’s larger
objectives, work and morale can
deteriorate.
Sense of purpose encourages extra
effort [MLK: racial equality; JFK: man on the moon]
29. Communicating
higher
expectations
You will need to communicate your
organisation’s mission and its strategy
for that mission. Sometimes you’ll have
to scream and shout.
This is a continuous process of
teaching, listening to, and
communicating with the people who
work with you and for you.
30. Communicating
higher
expectations
You must learn to use your organisation’s
purpose to motivate work and listen to
and learn from people – understand what
they expect from you, try to perform up to
their expectations or change those
expectations.
Developing an organisation is a collective
effort. Communicating higher
expectations requires mutual respect.
31. Final
Thoughts
An authority will ultimately be judged
on its perceived VALUE to the
economy
Important to demonstrate this value
quickly
keeping focused on the ’main game’, i.e., key
priority issues and avoiding easy but low[er]
priority issues is essential.
Communicating about what one does is also
important helps get support