Getting A to C is the process of strategy formulation. To do strategic planning well, figure out A,B,C and how they should be connected. This is accomplish principally by understanding the issues that A,B,C and their interconnections must be address effectively. This summary makes it clear that strategic planning is not a single thing but a set of concepts, procedures and tools.
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Step 9: Monitoring, Evaluation and LearningPMSD Roadmap
In Monitoring, Evaluation and Learning you will learn to prepare, implement and manage a monitoring plan that not only uncovers the logic behind the intervention, but also uses this logic to identify key indicators to measure its progress.
The step provides comprehensive guidance on mapping out results chains so that the intervention logic can be clearly visualised.
Implementation is defined as a specified set of activities designed to put into practice an activity or program of known dimensions. According to this definition, implementation processes are purposeful and are described in sufficient detail such that independent observers can detect the presence and strength of the "specific set of activities" related to implementation. In addition, the activity or program being implemented is described in sufficient detail so that independent observers can detect its presence and strength.
Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.
Getting A to C is the process of strategy formulation. To do strategic planning well, figure out A,B,C and how they should be connected. This is accomplish principally by understanding the issues that A,B,C and their interconnections must be address effectively. This summary makes it clear that strategic planning is not a single thing but a set of concepts, procedures and tools.
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the five step planning process
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Step 9: Monitoring, Evaluation and LearningPMSD Roadmap
In Monitoring, Evaluation and Learning you will learn to prepare, implement and manage a monitoring plan that not only uncovers the logic behind the intervention, but also uses this logic to identify key indicators to measure its progress.
The step provides comprehensive guidance on mapping out results chains so that the intervention logic can be clearly visualised.
Implementation is defined as a specified set of activities designed to put into practice an activity or program of known dimensions. According to this definition, implementation processes are purposeful and are described in sufficient detail such that independent observers can detect the presence and strength of the "specific set of activities" related to implementation. In addition, the activity or program being implemented is described in sufficient detail so that independent observers can detect its presence and strength.
Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.
Finding qualified professionals to contribute as volunteers can be a challenge. This webinar provides leaders of non-profit organizations and social purpose businesses with tips and logistical steps to successfully engage professional volunteers, access new relationships, and build board membership.
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what is a needs assessment , How to write a needs assessmentNeveenJamal
A needs assessment is a systematic process for determining and addressing needs, or "gaps" between current conditions and desired conditions or "wants“
A needs assessment is a process used by organizations to determine priorities, make organizational improvements, or allocate resources. It involves determining the needs, or gaps, between where the organization envisions itself in the future and the organization's current state
A needs assessment is a part of planning processes
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This half day workshop covered institutional strategic planning, project planning leading to comprehensive campaign components, and planning for your fundraising office
Succession planning is the right people at the right time doing the right work. In this podcast and presentation from the 2013 NAFCU Annual Conference, Deedee and Peter discuss how you can develop a strategic organization successional plan to ensure the successful transition of key leadership for your credit union. This session covers an overview and best practices, levels and types planning, board evaluation, behind the scenes conversions, and the integration of board succession planning with CEO succession planning.
A quick overview (not exhaustive) of the history of the leadership from an academic/scientific perspective. The notes are critical and all citations listed in references (APA) for further reading.
An updated look at organizational culture including a brief discussion of three measurement tools and a list of academic references behind the notes on the slides. Some personal (some) commentary as well. Enjoy. Learn. Use.
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Siena Heights University graduate class on Negotiation as Process based on text (2011) from Lewicki, Saunders and Barry (McGraw-Hill). A very short top ten list of key points.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
2. Quick Update
• We’re completely on
line the next two
weeks working
through Bryson and
some additional
readings.
• If you need
help, don’t
understand, or find
instructions
confusing, email or
call me and we’ll fix
3. Assignments – Week 2
• Watch the
presentations.
• Read Chapters 4-6 in
Bryson and Resource
B.
• Doc Sharing Week 2
Articles: Applicable
Reading.
• Discussion Threads
4. Mandates?
• Most employees
don’t know what’s
mandated by whom
or why.
• You can’t accomplish
what you don’t know.
• Confusion causes
inaction or wasted
resources and
frustration.
Bryson, 2011
5. Mandates
• Identification
(formal and
informal)
• Interpretation of
requirements
• Clarification of
what’s not allowed
(could lead to goals).
• Clarify what’s not
ruled out.
Bryson, 2011
6. Mission, Vision, Values
All organizations are
led by a guiding vision
(Bennis, 2003)
Mission: Reason for
existence; Purpose.
Vision: Where are we
going?
Values: How will we
behave in achieving
the vision & mission?
7. Mission Clarity?
The American Red Cross, a humanitarian
organization led by volunteers and guided by
its Congressional Charter and the Fundamental
Principles of the International Red Cross
Movement, will provide relief to victims of
disaster and help people prevent, prepare
for, and respond to emergencies (2010).
The American Red Cross prevents and
alleviates human suffering in the face of
emergencies by mobilizing the power of
volunteers and the generosity of donors (2012).
8. Lost Organizations - Ethics
A lack of vision for what
they were there to
accomplish, a lack of
values anchoring their
work. And from that, a lack
of understanding of how to
incorporate the results-
focus of vision and values
into the heart of everything
they do. Because vision
and values are all about end
results (Gottlieb, 2007).
9. One Key To Success
• “The key to success
for public and
nonprofit
organizations (and
for communities) is
the satisfaction of
key stakeholders.”
Bryson, 2011
• Doesn’t that apply to
for-profits as well?
10. The Department of “Why?”
• Start with purpose
• Construction of a “purpose
network” or “purpose expansion”
• Choose the purpose that fits your
new sense of purpose
• Let that purpose be your guide
• Always keep asking
yourself, “What is our real
purpose here?”
• Change your purpose when it’s
appropriate, but not whimsically.
Bryson, 2011
11. You Get What You Measure
• Purpose
exploration
shows the
connections
between:
– Actions and
outcomes
– Means and ends
– Influences and
results
Bryson, 2011
12. Deming – Org Diseases
• Lack of constancy of purpose
• Emphasis on short-term profits
• Evaluation by performance, merit
rating, or annual review of performance
• Mobility of management
• Running a company on visible figures
alone
• Excessive medical costs
• Excessive costs of warranty, fueled by
lawyers
14. Deming - Obstacles
• Neglecting long-range planning
• Technology dependency
• Examples over solutions
• Making Excuses
• Believing management skills can be taught in
classes
• Reliance on quality control rather than
employees
• Blaming workforces (15%) for mistakes
when Org Design & management (85%)
causes unintended consequences
• Inspection over product quality
16. Higher Purpose Levels
• Act as visions, missions, or goals
guiding lower-level actions
• Guide knowledge exploration activities
• Show where changes be needed
• Serve as the basis for strategy
formulation
• Expand the search for options from
which strategies and actions might be
selected
• Keep people from “jumping to
solutions” and fighting over the wrong
things Bryson, 2011
17. Lower Purpose Levels
• Serve as the basis for strategic programming
• Guide knowledge exploitation activities in
fairly stable technological and stakeholder
environments
• Provide the focus for process management
and improvement activities (TQM, ISO
9000, Six Sigma, Lean Six Sigma, etc.)
• Show where tight-coupling makes sense –
around key processes
• Show where most people’s attention should
be focused most of the time
Bryson, 2011
19. Organizational Design?
• Consider the
organizational change
you’ve been through at
current or previous
employers, at Siena
Heights, and even in
organizations you
volunteer at.
• What was the
experience like and did
it work?
20. Mission = Purpose
• Who are we?
• What need are we
meeting?
• How do we know what
the needs are?
• What do we respond to
stakeholders?
• What is our
philosophy, values and
purpose?
• How are we unique?
Bryson, 2011
21. References
• Barbara C. Crosby and John M. Bryson, Leadership for the
Common Good, 2nd Edition (San Francisco: Jossey-Bass, 2005)
• John M. Bryson, Strategic Planning for Public and Nonprofit
Organizations, 3rd Edition (San Francisco: Jossey-Bass, 2004)
• John M. Bryson, “What To Do When Stakeholders Matter,”
Public Management Review, 6(1), 2004, pp. 21-53.
• John M. Bryson and Farnum K. Alston, Creating and
Implementing Your Strategic Plan, 2nd Edition (San Francisco:
Jossey-Bass, 2004)
• Colin Eden and Fran Ackermann, Making Strategy (Thousand
Oaks, CA: Sage, 1998)
• Gerald Nadler and Shozo Hibino, Breakthrough Thinking, 1998.
• Paul C. Nutt and Robert W. Backoff, Strategic Management for
Public and Third Sector Organizations (San Francisco: Jossey-
Bass, 1992)
Editor's Notes
If we work in the health care or education sectors for example, mandates are not unusual, and can change given the political winds of Washington or Lansing. So as Bryson discusses in chapter four, if mandates apply we need to identify them, decipher the legalese within them, and clarify both what is and what isn’t allowed. If we’re working in the private sector, then mandates are really dictated by the marketplace, whether we’re involved in a consumer or business to business environment. That’s why Apple for example has a new iphone or ipad every year if not sooner. They’ve determined that their customers demand that level of product development, and that there is a market to make those purchases that often. Unlike say Whirlpool, where we don’t buy major appliances more than several years apart. But depending on the specific products, you can a stove or dishwasher for less than a new ipad as well.
All organizations must be led by a guiding vision (Bennis, 2003), which makes clear to all stakeholders what the purpose for existence is in the first place (Sagawa & Jospin, 2009). The mission statement is the measurement by which all decisions by the board and the executives (for that matter staff as well) are made regarding what is important (Bryson, 1995). For the purposes of this discussion, a vision statement would be a document describing where the organization wants to be while a values statement describes how the organization will achieve the desired outcomes. As such a vision statement may come out of strategic planning and values statement stems from the expectations of the board and staff behavior which falls under governance. A mission statement in addition to providing the core definition of what the organization is internally should also provide clarification to all stakeholders (Schein, 2004). Simplicity provides a branding opportunity that all stakeholders may grasp (Drucker, 2002).
The Drucker Foundation Mission Self Assessment Tool (2002) lists a mission statement for the American Red Cross as “To Serve the Most Vulnerable,” which is clear and concise. The 2010 mission statement was not. If you looked today in 2012, this is much better. It’s simple enough to be clear, but broad enough to allow a variety of services.
Whether you want to talk about Enron, Tyco, and other for-profit ethics failures, or within the non-profit sector the scandals at American Red Cross and the United Way, or even the embezzlements from churches, and local government entities in our region, the scriptural my people die for lack of vision (Proverbs, Isaiah, Jeremiah), or my people die for lack of knowledge (Hosea), it is the lack of clarity in mission, vision and values that is at the heart of organizational problems. It’s also one of the reasons, if you pay attention to Daniel Pink, that he talks about moving away from shareholders, or stockholders, to stakeholders.
Whether we’re talking about public and nonprofit or private organizations, determining who the most important, and most influential stakeholders are is paramount in the early stages or organizational assessment. Remember that Bryson defines A stakeholder as any person, group or organization that can place a claim on an organization’s attention, resources, or output, or is affected by that output.” The research is also clear, whether you’re paying attention to Schein, ….. That when the entire organization is unified by mission, vision and values, that are clearly communicated and lived up to, that anything is possible. Often we find though that organizational leadership has different meanings and practices for mission, vision and values than what’s practiced or understood on the front line of where the customer value zone exists.
It is clear from considerable research that if organizations which are not useful, ethical, and clear about purpose, mission, vision and values that we’ll lose customers, the best and brightest of employees, and the working capital we need to continue to survive.
If you haven’t ever read W. Edward Deming, he’s a fascinating story in part because his theories were rejected in the states, but rebuilt Japan into an innovative and economic power. His work forms the basis of Total Quality Management, out of which comes both Six Sigma and more recently Lean Six Sigma. You’ll find some similarity to a lot of work since then, including Daniel Pink, Howard Gardner, and the work by the Gallup organization among others. These symptoms still heavily exist and led to the global financial crisis we’ve seen in recent years, as well as each of the various financial bubbles that have burst over the past twenty years.
Deming was more about strategic management, than strategic planning itself as an activity, but you can see from his PDCA model. However, Deming’s point should be taken to heart in both cases. With strategic planning and strategic management, you never reach an end finished plan, because you’re continually scanning the environments, measuring the tactics, or activities to see if you’re on target, and then adjusting accordingly. If Michigan State happens to win this year’s NCAA tournament, that doesn’t mean that the coaching staff or the university can say we’ve reached the top. Time to go home. No, they start, after a vacation, working on what’s coming next because we all know that change is the only constant, in our life and our organizations.
Neglecting long-range planningRelying on technology to solve problemsSeeking examples to follow rather than developing solutionsExcuses, such as "our problems are different"Obsolescence in school that management skill can be taught in classesReliance on quality control departments rather than management, supervisors, managers of purchasing, and production workersPlacing blame on workforces who are only responsible for 15% of mistakes where the system designed by management is responsible for 85% of the unintended consequencesRelying on quality inspection rather than improving product qualityYou might say product quality in the manufacturing sector, but all of this applies to the service sector. Health care systems, restaurants, school systems, governments all offer a variation of products, and many at a substandard level.
If you pay attention to Brain Rules and Presentation Zen, which are in the Doc Sharing folder, both in our presentations, and within our writing, the ability to show an image has a much greater impact on clarity and understanding than four or five pages of text. This example from Bryson, which isn’t in your text book comes from purpose clarification for the Defense Language Institute in evaluating the purposes of the coursework. Higher-level purposes help:Act as visions, missions, or goals guiding lower-level actionsGuide knowledge exploration activitiesShow where changes in technologies and stakeholder environments may be neededServe as the basis for strategy formulationExpand the search for options from which strategies and actions might be selected Keep people from “jumping to solutions” and fighting over the wrong thingsShow where loose-coupling makes sense
Higher-level purposes help:Act as visions, missions, or goals guiding lower-level actionsGuide knowledge exploration activitiesShow where changes in technologies and stakeholder environments may be neededServe as the basis for strategy formulationExpand the search for options from which strategies and actions might be selected Keep people from “jumping to solutions” and fighting over the wrong thingsShow where loose-coupling makes sense
Bryson’s use of loosely coupled or tightly coupled systems relates to organizational design and is more easily demonstrated in these two graphics. It’s based on the work by University of Michigan Ross School of Business Professor Karl E. Weick and his work 1995, Sensemaking in Organizations, Sage. 2001, Making Sense of the Organization, Blackwell. 2001, Managing the Unexpected: Assuring High Performance in an Age of Complexity. with co-author Kathleen Sutcliffe, Jossey-Bass.The top graphic comes from: SatuNätti, JukkaOjasalo, (2008) "Loose coupling as an inhibitor of internal customer knowledge transfer: findings from an empirical study in B-to-B professional services", Journal of Business & Industrial Marketing, Vol. 23 Iss: 3, pp.213 – 223.The bottom graphic comes from Marianne Jahre, Carl Johan Hatteland, (2004) "Packages and physical distribution: Implications for integration and standardisation", International Journal of Physical Distribution & Logistics Management, Vol. 34 Iss: 2, pp.123 – 139.If you’ve not had organizational design yet in your class work, don’t have a heart attack. Either someone in your group has, or we will work together as you ask me to develop further materials for you. Your group project work does not include completely re-designing the processes or structure of an organization. And if it did, we’d bring in the expertise to help accomplish it.
If you’ve not had organizational design yet in your class work, don’t have a heart attack. Either someone in your group has, or we will work together as you ask me to develop further materials for you if needed. Every one of you has practical experience in the impact of organizational design and management, so you have practical knowledge you can bring to bear. Your group project work does not include completely re-designing the processes or structure of an organization this point. And if it did, we’d bring in the expertise to help accomplish it. That’s a much longer version of strategic planning than we’re capable of in a ten week class.
Just to wrap up.Everything that the organization does, how it’s designed, what processes we use, all have to fit within the guidelines of our mission. Often they don’t. Which again, is why Daniel Pink suggests establishing a department of why? Bryson concludes the chapter with some examples of mission statements, and we’ve already looked at the changes in the American Red Cross earlier. But it’s time for you to take a breather, walk around the block or do some laundry before we take a look at environmental scanning. Regardless of the organization, planning a product or service that there isn’t need for is a sure way to extinction, or at least short term losses including organizational respect, reputation, and customers.