statergic management chapter 3

8/9/2019 statergic management chapter 3

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The Vocabulary ofStrategy: Using Planning

to formulate Strategy.

Kevin Hinde
http://www.kevinhinde.com/


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Strategic Planning

A disciplined effort to produce

fundamental decisions and actions thatshape and guide what an organisation is,

what it does, and why it does it

Bryson (1995, p 4-5)


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Reassess the

process

Develop an effectiveimplementation process

Establish an effective organisational

vision

Review and adopt the strategic plan or

plans

Formulate strategies to managethese issues

Identify the strategic issues facing the

organisation

Assess the external and internal environments to identify

SWOTs (Strengths, Weaknesses, Opportunities and Threats)

Clarify Organisational Mission and Values.

Identify Organisational Mandates

Initiate and agree upon the strategic planning process.

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The Planning Process


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Stage1: Initiate and agree upon the

strategic planning process.

Agreement must be reached as to the purpose of the effort the preferred steps in the process. the form and timing of reports (the planning cycle) the role, function and membership of groups

established to oversee the effort. the role, functions and membership of any

strategic planning committee. the commitment of resources for the process.


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Stage 2: Identify Organisational

Mandates

What Must be Done

What must not be DoneWhat Could be done
http://www.cabinet-office.gov.uk/servicefirst/2000/guidance/bestpracticeflyer.htmhttp://www.cabinet-office.gov.uk/servicefirst/2000/guidance/bestpracticeflyer.htm


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Stage 3: Clarify Organisational

Mission and Values.

the overriding purpose or intent of the

organisation must be established. an opportunity to establish broad policy

goals.


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Mission and Values.(cont)

Stakeholders

Bryson (1995) suggests identification of keystakeholders is the key means to success in

public and non-profit organisations.

But who are the stakeholders?


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A B

C D

Minimaleffort

Keep

informed

Keepsatisfied

Keyplayers

Low

High

POWER

LEVEL OF INTEREST

Low High


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Mission and Values.(cont)

Claims for mission

Peeke (1994)

it encourages the development of a clear sense of purpose. it facilitates decision making in the organisation

the mission process facilitates organisation-wide communication.

it aids evaluation activity.

it clarifies marketing strategy.

it is useful in the management of contraction (at least if themission has been devised proactively.

Does the notion of mission live up to these claims?
http://www.unn.ac.uk/central/isd/corp_plan_unit/plan/devplan/plan00.htmhttp://www.unn.ac.uk/central/isd/corp_plan_unit/plan/devplan/plan00.htm


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Guiding principles for Mission

It takes years not months True consensus is necessary within the top team Action is a better communicator than words Top team visibility is essential Top team continuity helps Strategy and Values should be formulated together Management should focus on the link between

behaviour and values. Make the mission inspirational but not unrealistic


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Stage 4: Assess the external and

internal environments

The subject of future Lectures


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Stage 5: Identify the

strategic issues facing the organisati

These are fundamental policy questions or

critical challenges that affect anorganisations mandates, mission and

values; product or service level and mix;

clients, users, or payers; or cost, financing,

organisation or management (Bryson,1995,p.30)
http://www.northumbria.police.uk/features/review2000-01/joint_review.htmhttp://www.northumbria.police.uk/features/review2000-01/joint_review.htm


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Stage 6: Formulate strategies to

manage these issues

A strategy is defined as a pattern, of

purposes, policies, programmes, actions,decisions, or resource allocations that

define what an organisation is, what it does,

and why it does it. Strategies can vary by

level function, and by time frame. (Bryson, 1995, p.32)


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Stage 7: Reviewing and Adopting

the Strategies and Plan

This is important where official approval to

proceed is required or where jointcommissioning work is being undertaken.

This stage represents the formal seal of

approval for the strategies to be adopted.


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Stage 8: Establishing an Effective

Organisational Vision

animating the dream. These statements

offer aspirations about the future strategicdirection of the organisation and are often

incorporated in Mission Statements.

In this stage the organisation is developing

a view of what it should look like once itsstrategies are achieved and developed to

their full potential.


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statergic management chapter 3

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