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Linking goals and plans
Strategic plans. Detailed action steps mapped out to reach strategic goals. Issues – how to respond to changing conditions, to allocate resources, what actions should be taken to create unified and powerful organizationwide effort aimed at strategic goals. From 3-5 years and more. Tactical plans. The means charted to support implementation of the strategic plan and achievement of tactical goals. 1-3 years. Developed by middle managers, who may consult lower-level managers before commitments to top managers. Generally more specific and concrete than strategic plans.
Operational plans. The means charted to support implementation of the tactical plans and achievement of operational goals. Less than 1 year. Developed by lower – first line managers in conjunction with the middle management levels. Spell out what must be accomplished over short time periods.
Organizational plans: Single use: programs, projects, budgets Standing plans: policies, standard operating procedures, rules.
Single use plans: Aimed at achieving a specific goal that, once reached, will most likely not recur in the future.
Program: Comprehensive plan that coordinates a complex set of activities related to a major goal. Project: a plan that coordinates a set of limited-scope activities that do not need to be divided into several major projects in order to reach a major non-reccuring goal. Policy: a general guide that specifies the broad parameters within which organization members are expected to operate in pursuit of organizational goals. Procedure: a prescribed series of related steps to be taken under certain recurring circumstances.
MBO – a process through which specific goals are set collaboratively for the organization as a whole and every unit and individual within it; the goals are then used as a basis for planning, managing organizational activities, and rewarding contributions.
Six steps:
Strengths: Aids coordination of goals and plans Help clarify priorities and expectations Facilitate vertical and horizontal communications Fosters employee motivation
Weaknesses Tends to falter without strong, continual commitment from top management Need for considerable training of management Can be misused as a punitive device May cause an overemphasis of quantitative goals
Need: adequate support from top mngt; poor goal setting and communication skills among managers who must implement the system.
Strategic management
Strategies: large scale action plans for interacting with the environment inorder to achiev long-term goals. Strategic management: a process through which managers formulate and implement strategies to optimize strategic goals achievement, given available environmental and internal conditions.
The process:
Identification of current mission and Strategic Goals Conduct competitive analysis: strengths; weaknesses; opportunities; threats. Develop specific strategies: corporate, business, functional Carry out strategic plans Maintain strategic control Competitive advantage: a significant edge over the competition in dealing with competitive forces
Competitive analysis: SWOT analysis: a method of analyzing an organization’s competitive situation that involves assessing organizational strengths (s), weaknesses (w), environmental opportunities (o) and threats (t).
Opportunity, threat – environmental conditions; Strengths, weaknesses - internal
Date: 2016-03-03; view: 1306
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