Initiating strategic planning process
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The document discusses initiating a strategic planning process and provides details on five strategic planning models: 1. The basic model involves identifying the organization's purpose, goals, strategies, and action plans to implement strategies. 2. The issue-based model includes assessing strengths/weaknesses and opportunities/threats to identify priorities and design strategies to address issues. 3. The alignment model ensures alignment between the organization's mission, programs, resources, and support needed. 4. Scenario planning imagines potential external changes and discusses organizational scenarios and strategies in response. 5. Organic planning views strategic planning as a natural, unfolding process through continual dialogue around shared values.
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Strategic planning is a long-term process that helps organizations define goals and plans to achieve them. It involves analyzing internal strengths and weaknesses as well as external opportunities and threats. The strategic planning process consists of four main stages: formulation, development, implementation, and evaluation. In the formulation stage, organizations develop vision, mission and value statements. In the development stage, goals are established and strategies created after analyzing internal and external factors. In the implementation stage, action plans are made and resources allocated. Finally, in the evaluation stage, performance is assessed and strategies modified if needed to ensure goals are met.
Managerial behaviour planning
Planning - Introduction – definition – nature – importance – forms – types – objectives – needs - Formulation of objectives – steps
Management notes
Strategic management, planning, thinking and strategic plans are discussed. Strategic management determines mission, vision, values, goals and objectives. Strategic planning helps focus energy on common goals and assess/adjust direction in response to changes. A strategic plan outlines how an organization will accomplish its goals through strategies like organizational, programmatic and functional strategies. Various analysis tools can help with strategic planning including SWOT analysis, the MacMillan matrix and information on knowledge management, information management and project management is also provided.
Chap05
The document discusses various aspects of planning in organizations, including:
- The benefits and costs of planning
- Top-down vs bottom-up planning approaches
- Strategic, operational, and individual planning
- Management by objectives and the balanced scorecard
- Contingency planning and how IT has affected planning
- Common barriers to planning and how to overcome them
Chap05
The document discusses various aspects of planning in organizations, including the benefits and costs of planning, different types of planning (strategic, operational, individual), barriers to planning, and ways to improve planning. It defines key planning concepts like management by objectives and the balanced scorecard. Top-down and bottom-up planning approaches are compared. The impact of information technology on planning is also addressed.
Leadership seminar presentation - Daniel 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)
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Lect. 2.Planning_introduction[4997].ppt 3.pdf
This document discusses planning as the first management function. It defines planning and identifies its attributes such as being goal-oriented and futuristic. The document outlines the planning process in 7 steps from assessing problems to implementing plans. It contrasts strategic planning which covers the organization with operational planning which focuses on daily activities. The importance of planning and different approaches and tools for planning like vision, mission, SWOT analysis are also explained.
Presentacion 2 (1)
This document discusses the process of strategic management. It involves an eight step process including setting strategic intent, deploying the intent, setting strategy, deploying resources, executing the strategy, deploying results, reviewing performance, and deploying learnings. At the core are open conversations, developing a strategy, and using measures. Strategic planning aims to develop a good strategy through understanding the past, present, and future environment and issues facing the organization. The strategic intent is then deployed by sharing it throughout the organization.
Strategic Planning
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.
Planning and cybernetic control paper
Planning and cybernetic controls are important elements of management control systems. Planning controls include long-range planning with a strategic focus of 3-5 years and action planning with a tactical focus of 1 year or less. Budgeting is a key component of planning controls as it quantifies goals and allows for performance evaluation. Cybernetic controls use feedback loops of measuring performance against standards to modify systems and drive performance. Common cybernetic controls include budgets, financial and non-financial metrics, and hybrid systems that use both. Effective planning and control systems help organizations achieve goals in a proactive manner.
Bryson. chapter 2. the strategy change cycle. an effective strategic planning...
Bryson. chapter 2. the strategy change cycle. an effective strategic planning...Beulah Heights University
The document outlines the Strategy Change Cycle, an effective strategic planning approach. It consists of 10 steps: 1) initiate planning, 2) identify mandates, 3) clarify mission, 4) assess environment, 5) identify issues, 6) formulate strategies, 7) review strategies, 8) establish vision, 9) develop implementation, and 10) reassess. The process links planning to implementation and allows for ongoing strategic management. It focuses the organization on its mission while considering internal strengths/weaknesses and external opportunities/threats.Capstone Project Part V Action PlansA theme throughout this.docx
Capstone Project Part V: Action Plans
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
To prepare:
Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
Finally this week, consider what actions you will take each year of the strategic plan.
By Day 7
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages):
The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
Identify and describe the core values of the agency.
Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
Identify and describe the mission of the agency, organization, or community.
Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
Describe whether the mission statement promotes advocacy, leadership, or social change.
Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe the vision of the agency.
Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
Describe whether the vision promotes advocacy, leadership, or social change.
Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
Identify and describe key stakeholders involved with the agency.
Discuss whether each stakeholder is inte.
Business Planning Iyad Attari 2009
Planning is the first function of any successful management.
It is the tool that all other managerial functions depends on.
It is a continuous process that aims to specify the goals, objectives, strategies, mission, and vision of any organization.
Depending on the type of objectives and time frame .
planning is divided into three main types; strategic, tactical, and operational.
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Module 1 OverviewThe purpose, function, and application of str.docx
Module 1 OverviewThe purpose, function, and application of str.docx
Vskills manufacturing technology management professional sample material
Vskills manufacturing technology management professional sample material
Bryson. chapter 2. the strategy change cycle. an effective strategic planning...
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Capstone Project Part V Action PlansA theme throughout this.docx
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