Strategic Planning-2010-05-AFP-Mid-America
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The document discusses strategic planning approaches for non-profit organizations. It describes the Peter Drucker, Amherst Wilder, and Strategic Change Cycle models of strategic planning. The Peter Drucker model focuses on mission, customers, results, and planning. The Amherst Wilder model is very detailed and thorough. The Strategic Change Cycle model connects mission to mandates and allows flexibility. Effective strategic planning is a process, not an event, that gives leadership a way to assess the present and plan for the future.
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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.
MGT323 SEUMid
The document provides information on project life cycles, product life cycles, project management, and organizational culture. It discusses the key stages in a project life cycle as defining, planning, executing, and closing. It also identifies five characteristics of effective project objectives. Project managers must balance technical and sociocultural dimensions of a project. Organizational culture has a significant impact on how projects are managed within a company.
Strategic planning process and the role of hr
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.
Strategic Thinking For PM
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
Planning
Planning is the process of determining objectives and deciding in advance how to achieve them. The document outlines the planning process, including establishing objectives, determining premises and alternatives, evaluating alternatives, selecting a course of action, formulating supporting plans, and reviewing. It also discusses types of plans like strategic and tactical plans. Effective planning focuses attention on objectives, reduces uncertainty, and provides direction to help organizations achieve their goals.
PL 2 The ABCs of Strategic Planning
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.
Page 1 of 2 Capstone Experience in Integration & Strategy .docx
The document discusses undertaking a strategic audit to improve a company's performance. It recommends the following initial steps:
1) Analyze the external environment, including competition, market trends, and changes in customer needs.
2) Evaluate the company's resources and capabilities to determine what is and isn't working given the company's growth.
3) Assess if the company has the right people in the right jobs and make changes if needed.
4) Review the strategic plan and vision to ensure they are aligned with current capabilities.
Wahid’s view the cogent task and the confront of financialeconomic analysis ...
Wahid’s view the cogent task and the confront of financialeconomic analysis ...Mohammad Wahid Abdullah Khan
This document discusses Wahid's view on using financial and economic analysis to support modern business decision making. It explains that financial analysis can help managers increase corporate and shareholder value through strategies like mergers and acquisitions. The document also discusses how financial analysis should be conducted effectively by regularly monitoring progress, applying standards, and identifying areas for improvement. It emphasizes that financial analysis is important for operational planning, strategy planning, performance reviews, and management decision making.Projects
This document discusses the benefits of adopting a project management approach for organizations. It outlines strategic benefits like ensuring projects are tied to business goals and objectives. Tactical benefits for management include providing confidence that project objectives will be met through using plans, change control, and communication. For projects, the framework addresses elements needed for success. Benefits also include improving aspects of the organization's infrastructure like communication skills and procurement practices. Additionally, properly managed projects can create a positive working environment and boost employee satisfaction and morale.
management and leadership
This document discusses different types of leadership styles and planning processes. It describes autocratic, democratic, and laissez-faire leadership styles. It also outlines the planning process, including setting goals and developing strategic, tactical, and operational plans. Effective planning involves determining goals and means for achieving them across multiple levels of the organization. Barriers to planning include difficulties with accurate assumptions and rapid change, as well as internal and external inflexibilities.
Mamatee model planning
The document discusses several models and approaches to strategic planning, as there is no single perfect model for every organization. It describes six different models: 1) Vision-based/goals-based model which focuses on mission, vision, goals and action plans; 2) Issues-based model which addresses current major issues; 3) Alignment model which ensures alignment of mission and resources; 4) Scenario planning model which considers different future scenarios; 5) Organic/self-organizing model which is more flexible and values-driven; and 6) Real-time planning which is ongoing and adapts to rapid changes. The key message is that organizations should select and modify approaches depending on their unique purposes, cultures and environments.
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Page 1 of 2 Capstone Experience in Integration & Strategy .docx
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