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Introducing Your Workshop Facilitator
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Trainer & Coach
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Pensyarah/ Pembimbing (coach)Muhamad Bustaman Bin Haji Abdul Manaf
Institut Aminuddin Baki, KPM0199890524/[email protected]
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BIODATA PENCERAMAH
MUHAMAD BUSTAMAN BIN HAJI ABDUL MANAFJawatan Hakiki: Pensyarah Cemerlang DG54
Specialist Trainer & Specialist Coach Instutut Aminuddin Baki, KPM
1. Pengalaman memberi kursus Pengurusan Strategik dan Pengurusan Kualiti di Institut Aminuddin Baki semenjak 1995. (pensyarah paling lama di IAB)
2. Menulis buku: 1. Perancangan Strategik (IAB). 2. Pengurusan Kualiti dalam pendidikan (Utusan Pub) 3. Buku ketiga: Pengurusan Strategik untuk sekolah -di terbit oleh PTS.
3. Pernah mengikuti Latihan Profesionalisme dalam bidang Pengurusan Strategik dan Pengurusan Kualiti Latihan Luar Negara (selain dalam negara):
• i. Strategic Management & Leadership: World Trade Institute, New York, USA (1996)• ii. TQM in Education: SEAMEO Innotech, Manila. Philippine (1998)• iii. Strategic planning in education: Uni of York, England (2000- 2004) (bidang tesis Phd)• iv. Strategy Performance Measurement (BSC): Uni of Adelaide, Australia (2005)
4. Berkelayakan sebagai Juruaudit (Lead Auditor) MS ISO 9000 sejak 1998.
5. SUMBANGAN: Memberi khidmat konsultasi dalam Pengurusan Strategik dan KPI untuk semua peringkat Bahagian dalam Kementerian Pelajaran Malaysia. Ahli Panel Sistem Pengurusan Kualiti Star Rating (SSR) KPM, Pembentang pernyataan baru MISI, VISI dan Matlamat KPM (2004)
6. Kepakaran lain: Kursus Pemikiran Strategik, Kepemimpinan Strategik, Pengurusan Organisasi, Sistem Pengurusan
Prestasi Strategik (SPPS), Pembinaan KPI dan BSC, TQM, Benchmarking, Quality Tools, dan ‘Leadership Coaching and Mentoring”
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• Every company is concerned with strategy– It determines which organizations succeed
and which ones struggle– Strategic blunders can hurt a company
• Strategic management is a specific type of planning
Strategy
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• Explicit strategy is the plan of action
• Competitive advantage is the organization’s distinctive edge for meeting customer needs
Strategies should: Exploit Core Competencies Build Synergy Deliver Value
Purpose of Strategy
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• The long-term view of the organization and competition
• Thinking strategically impacts performance and financial success
• Today’s environment requires everyone to think strategically
Thinking Strategically
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Decisions and actions used to formulate and
execute strategies that will provide
competitively superior fit between the
organization and its environment to
achieve organizational goals
Strategic Management
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8.1 Levels of Strategy
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What is Strategic Management? • Strategic management is the comprehensive
collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization.
Strategic management activities transform the static plan into a system that provides strategic performance feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances change. (BSC Institute, 2012)
8.2 The Strategic Management Process
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EXECUTION PREMIUM
Hak Cipta MBustamanIAB 14Source: Palladium Group
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What Are the Steps in Strategic Planning & Management?
• There are many different frameworks and methodologies for strategic planning and management. While there is no absolute rules regarding the right framework, most follow a similar pattern and have common attributes. Many frameworks cycle through some variation on some very basic phases:
• 1) analysis or assessment, where an understanding of the current internal and external environments is developed,
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What Are the Steps in Strategic Planning & Management?
• 2) strategy formulation, where high level strategy is developed and a basic organization level strategic plan is documented .
• 3) strategy execution, where the high level plan is translated into more operational planning and action items, and
• 4) evaluation or sustainment / management phase, where ongoing refinement and evaluation of performance, culture, communications, data reporting, and other strategic management issues occurs
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Mission&Vision
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Characteristics of Good Strategic Plans
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The 5 Cs of Strategy Execution
Causality
Criticality
Compatibility
Continuity
Clarity
• Integrating the future into your decision making processes today by thinking big, deep and long.
Strategic Thinking
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• Big (very broad) – do we understand how we connect and interact with other organisations
and the external environment?
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Thinking Big: Thinking in Systems
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• Deep – how deeply are we questioning our ways of operating?
• Do we operate from our interpretation of the past, or our anticipation of the future?
• Are our assumptions today valid into the future?
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• Long – how far into the future are we looking? Do we understand the shape of alternative futures for our organisation?
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• Strategic thinking is identifying, imagining and understanding possible and plausible future operating environments for your organisation… 28Hak Cipta MBustamanIAB
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AnalisisPersekitaran
‘Where are we now’?
Environmental Scanning
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• Formulating strategy often begins with an audit of internal and external factors– Internal Strengths and Weaknesses– External Opportunities and Threats
• Information is acquired from reports, surveys, discussions, and meetings
SWOT Analysis
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SWOT ANALYSIS
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8.3 SWOT: Audit Checklist
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Strategic Business Units (SBUs) have a unique mission, products, and competitors
Companies manage the mix of SBUs for synergy and competitive advantage
Organizations should not become too dependent on one business
Formulating Corporate-Level Strategy: Portfolio Strategy
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• Organizes business along two dimensions– Business growth rate– Market share
• Four categories for corporate portfolio– The combination of high/low market share
and high/low business growth
Formulating Corporate-Level Strategy: The BCG Matrix
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8.4 The BCG Matrix
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Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
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Govt’ Mandate & Mission
Vision
Goals/KRA
Objectives
Measures
Targets
Actions/Initiatives
Why we exist
What we want to be
What we must achieve to be successful
Indicators and Monitors of success
Desired level of performance and timelines
Planned Actions to Achieve Objectives
O1 O2
AI1 AI2 AI3
M1M2M3
T1T1 T1
Specific outcomes expressed in measurable terms (NOT activities)
Strategic Planning
Action Planning
Implementation /Measures
KRA or Strategic GoalsKRA or Goals serve as the starting point for developing Objectives,
Initiatives, and KPIs down through the organization
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WHAT ARE ''KRA'' AND ''KPA'' AND ''KPI''
• Key Result Areas “Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible.
Value of KRAs
• Identifying KRAs helps individuals: ·
Clarify their roles · Align their roles to the organisation’s business or strategic plan · Focus on results rather than activities · Communicate their role’s purposes to others · Set goals and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions
Description of KRAs
• Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
Example
• KRA 1-RECRUITMENT/ SELECTION
KPA 1 (objectives) --RECRUITMENTKPI ----reduce average time taken to fill marketing/sales vacancies by 15%KPI ----reduce average cost per recruit by 10%
example• CORPORATE OBJECTIVE / STRATEGY
-to gain world market share of 51%
DISTRIBUTION OBJECTIVE-Improve / Increase the distribution coverage by 20%
KRA 1-DISTRIBUTION
KPA 1 --CHANNEL EXPANSION BY 2 NEW CHANNELS.KPI ----INCREASE THE CHANNEL NETWORK BY 20%
CORPORATE OBJECTIVE / STRATEGY-to gain world market share of 51%
SALES DEPARTMENT'S OBJECTIVE-INCREASE THE SALES COVERAGE BY 20%.
KRA 1-SALES COVERAGE
KPA 1 --SALES COVERAGEKPI ----INCLUDE 5 MORE COUNTRIES IN THE SALES EXPANSION.KPI ----INCREASE THE GEOGRAPHICAL COVERAGE BY 15%.
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Basic Scorecard Terminology(Institute Aminuddin Baki)
Objectives
Objectives:
What the strategy is trying to achieve
Targets
Targets:The level of performance
or rate of improvement
needed
Initiatives:Key action programs
required to achieve targets
InitiativesMeasures
Measures:How success
or failure (performance)
against objectives is monitored
Financial
Excellent Financial Management
Stakeholders & Customer satisfied with IAB services
Stakeholders & Customer satisfaction
Innovation & Growth
Strategy Map
Quality Core Business
Quality & World Class Educational
Leaders
High Competency Staff and Peacefull
Internal Business Processes
Mission & Vision
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What are SMART-A Measures? When creating a ‘balanced’ set measures for an organization, aligning measures where possible is also critical for your success ….
TIMELY
REALISTIC
AGREED TO
MEASURABLE
SMARTMEASURES
SPECIFIC
ALIGNED
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The individual needs of each
student are met
Our students enjoy a positive and
enjoyable learning experience Our students
demonstrate exemplary behaviour
Providing quality & varied extra
curricula activities
Effective teaching methods that instil the joy of learning
Knowledgeable, efficient, competent,
nurturing & highly motivated staff who
display our core values
Transparency & Accountability
Financial viability
FID
UC
IAR
YL
EA
RN
ING
INT
ER
NA
LC
US
TO
ME
Rb.1. ‘Align’: Pemetaan Objektif dengan Misi & Visi sekolah
Our students strive towards
academic excellence
Safe welcoming, efficient, comfortable facilities and
working environment
Ongoing maintenance &
upgrading of facilities
Ample supply of resources – teaching
aids, technology, equipment
Consistent discipline
Providing opportunity for
Learning religion Principles
Responsive curriculum that encompasses the motto “work, play and
learn together”
Our students are well rounded &
excel in all fieldsOur students enjoy a
safe, welcoming, efficient, comfortable and family oriented
environment
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IUM 2015 Strategic Direction: Towards becoming a Research-Intensified University
S1.Produce well-
rounded personalities
and employable graduatesC
usto
mer
Sta
keh
old
er
Fin
an
cia
l
Learn
ing
&
Gro
wth
Inte
rnal P
rocess
Research & Academic Excellence
C1.Achieve status as a leading international academic & research
institution imbued with Islamic values
L1.Strengthen staff development and
competency
F1.Achieve
budgetary sufficiency
and efficiency
P1.Strengthen quality
integrated curriculum
P8.Increase income contribution from SBUs/RMC/IHSB
S2.Become centre of reference in niche areas of research
P6.Secure bigger research grant
P5.Have a significant
pool of distinguished scholars
P2.Intensify quality research
output and publicationP4.
Increase academic staff who are engaged in high impact
research
L2.Ensure quality of research facilities
through key compliance
P3.Strengthen
postgraduatestudies
P7.Enhance quality service
L3.Improve library
facilities to support research
L4.Enhance morality
within the university community
IIUM Strategy Map 2007-2015IIUM Strategy Map 2007-2015
SAMPLE
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Key Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organisation and differ depending on the organisation
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Developing KPI
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• Key Performance Indicators, also known as KPI or Key Success Indicators (KSI), help an organisation define and measure progress toward organisational goals.
• Once an organisation has analysed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. Key Performance Indicators are those measurements
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Performance Measures
• 1. Percentage of…• 2. Number of… (hours, times per month,
donation, activities, km etc)• 3. Frequency of ….• 4. Level of ….• 5. Total of …(score, costs, hours, ..)• 6. Average • 7. Grade• 8. Ratio of • 9. Degree of
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1.3 Identifying & Creating KPIs
… That Can Present in Different Forms
Rankings(Benchmarks)
Absolute Numbers
Rating(surveys)
Ratio
Percentages
Indices
Strategic Information Generated
Co
mp
lexi
ty o
f A
nal
ysis
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Define Targets: How Will We Know We Are There?
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What is target?
• Targets are quantified and time-based• Target: Desired level of performance *a
performance measure (e.g., % of customer satisfaction target = 95%)
(source: Balanced Scorecard Institute, USA. 2005)
* Remember to set the baselines or take of values (TOV)/ a point to start measurement)
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Why Do it?
• 1. to make objectives explicit and tangible• 2. to quantify the expected value of the
strategy• 3. to motivate desired behaviors• 4. to set timing for performance-
improvement expectations• 5. to calibrate strategic evaluation and
learning
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What To Do
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• 1. Choose the Right Achievement Targets
• Potential areas to consider when setting targets:
• 1. TOV or Baselines and trends• 2. National, state, local or Education
Standards.• 3. Benchmarking • 4. Feedback from customers and
stakeholders
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• 2. Understand the predictive (lead) and outcomes Metrics
• 3. Review the existing portfolio of metrics• 4. Listen the voices of
customer,stakeholders and others• 5. Consider Noneconomic• 6. Be careful with expensive
benchmarking
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CUSTOMER PERSPECTIVE
KRA: …
Strategic
Objective
Strategic Measures (2011, 2012,2013) Strategic Initiatives
2011
Strategic
Initiatives Accountability
KPI Target KPI Owner
C1. C1.1 Tov:: 2011: 2012:2013:
C1.2 BL: NEW
ST: LT
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Misi Sekolah:…Visi Sekolah:…..Isu Strategik: Peningkatan prestasi belum mencapai tahap yang diinginkan.KRA/Matlamat Strategik: Peningkatan Prestasi Akademik
Objektif Petunjuk (KPI)
Tov(base)
2012 2013 2014 Inisiatif / Strategi Akauntibiliti
Peningkatkan prestasi UPSR
GPS
% Lulus
% 5As
2.0
93
10%.1
1.8
94.5
12%
1.7
97.0
16%
1.50
100
20%
1. meningkakan Kapibiliti guru dalam P&P
2. meningkakan Kemahiran Belajar pelajar
3. Meningkatkan sokongan komuniti
GPK 1 (p)
GPK HEM
GPK koku
What is Organisational Strategy?
– “A strategy is defined as a pattern, of purposes, policies, programmes, actions, decisions, or resource allocations that define what a school is, what it does, and why it does it. Strategies can vary by level function, and by time frame.”(Bryson, 1995, p.32)
Apakah itu Strategi?
• Strategi adalah merujuk kepada tindakan khusus atau pendekatan yang diambil oleh sesuatu organisasi untuk mencapai matlamat dan objektif.
• Ia bersifat ‘action-oriented’ dan berhubungan terus dengan pengukuran output.
• Strategi menjelaskan bagaimanakah cara untuk mencapai matlamat dan objektif berbanding dengan objektif merujuk kepada apakah yang mahu dicapai oleh sesebuah organisasi itu
• A strategy is an approach, or an implementation methodology, that will lead to the achievement of an objective.
• Strategies sets the basis for the development of action plans that follow, in which case the when, how, and by whom the organization will achieve each objective is described.
THE TOWS MATRIX(GENERATION OF STRATEGIC OPTIONS)
STRENGTHS
1.
2. LIST STRENGTHS
3.
4,
5.
6.
INTERNAL
ENVIRONMENT
WEAKNESSES
1.
2. LIST WEAKNESSES
3.
4.
5.
6.
OPPORTUNITIES
1.
2. LIST OPPORTUNITIES
3.
4.
5.
6.
S-O STRATEGIES
PENETRATION
EXPANSION
INTENSIFICATION
ACQUISITION
INTEGRATION OF BACKWARD AND FORWARD LINKAGES
W-O STRATEGIES
NICHE
LINKAGING OR NETWORKING
SUB-CONTRACTING
ANCHORING ORGANIZATION
DEVELOPMENT/CAPABILITY BUILDING
THREATS
1.
2. LIST THREATS
3.
4,
5.
6.
S-T STRATEGIES
DIVERSIFICATION
CONSOLIDATION
CONTINGENCY MECHANISMS
W-T STRATEGIES
RETRENCH
MERGE
WITHDRAW
CLOSE SHOP
STATUS QUO
EXTERNAL ENVIRONMENT
Tools for Putting Strategy into Action
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Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
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EXECUTION PREMIUM
80Source: Palladium Group
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Obctacles in implmentationof strategy
• Make people accountable for strategic tasks• The most frequently barrier to implementing a plan is accountability.. The best
practice is: • Use SMART goals or objectives with clear deadlines• Be clear about responsibility and objectives (confirm and clarify), and link the
objectives to all involved• Delegate, have one person responsible for each key task• Build in incentives, recognition and give recognition- the most powerful
motivator• Teach delegation in the organization• Give ownership to the team• Review at milestones• Be sure the boss acknowledges the assignment eye ball to eye ball• Give them the resources• No micro-managing, just coaching and feedback• Be sure the audience is the right audience - are they folks who want to be
accountable
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Overcome day to day pressures? How?Overcome the barrier by individual accountablity for strategic tasks. • Review workload and delegate; • Develop “action plans” assigning responsibility and deadlines. Make individuals
accountable. • Refocus decision makers away from fires, usually at off-site thinking meetings• Dedicated staff for strategic planning• Make the strategic work part of the employees goals and provide incentives to
achieve those goals• Track progress• Work on priorities and delay non-essentials, understand the source of the “fires”• Carve out time away from distractions (no phone, emails … for a day)• Take a day off• Get a new job/ transfer?• Get a Samsung Galaxy S or throw away your Samsung GS (there were mixed
feelings)
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Make a strategic plan more flexible. How?
No strategic plan plays out exactly to script. More frequent progress reviews increased accountability and keep the plan flexible. We can overcame this barrier by:
• Frequently review progress and how the environment is changing• Keep the strategic plan at a high level, with flexibility for implementation of
the details and some reserve funds• Increase you contact with vendors and customers as the plan rolls out• Track the details of cross-functional work, not within departments. Let the
department heads manage their teams• Make sure you have the right people involved -those with something in it
for them• Part of the plan includes several 'what if' contingencies• Set the review cycle to give time for actions to take effect but not too long
miss a market opportunity• Give the key players the 'right' to reconvene the team if they see
something that must be addressed
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How to overcome fear, resistance to change Uncertainty is one cause of fear and people resist strategic change. As
the strategic planning team formulates its strategy, factor in how to overcome this barrier. Top down support is critical and a compelling vision is necessary.
• Point out the results if there is no change; present hard data to support the need for change, talk fact( dollars and cents)
• Create a learning environment, make it part of the culture
• Understand and communicate, communicate: the why, the benefits of the change, what is in it for me (WIIFM)
• Delegate ownership of the change process
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• Make sure you have the right people involved• Rewards and recognition - tied to the purpose of the
organization• Uncover and address key concerns in advance• Involve those affected by the change and value their inputs• Lead by example• Use external resources with reputation; bring in new people
for new ideas/questions• Decrease, mitigate the risk of change, i.e. do not shoot the
risk taker, some failure is expected• Focus senior management training on change methods• Bring in outside experts
• The bar length indicates the most likely method for success.
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Step 9: The step nine is monitoring and controlling the implementation of plan
• (a) control the process• (b) arrange an internal audit, to determine how
closely the performance matches the plan,• (c) arrange a management review meeting,• (d) take corrective action where needed, align the
plan and undertake a continuous improvement process.
• (e) arrange an audit of external environmental development,
• (f) maintain as quality records the results of process control measures, to provide evidence of effective operation and monitoring of the process.87
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MISI VISI
BORANG PENGUKURAN PRESTASI DAN MAKLUM BALAS
Objektif KPI Tov Sasaran Prestasi Sebenar Ulasan
MATLAMAT:
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PENGUKURAN DAN PENILAIAN
KAEDAH BALANCE SCORECARD
PERSPEKTIF Pencapaian Sebenar Target
Matlamat Strategik Objektif KPI
Unit Pengukuran
2006-2007
2007-2008
2008-2009
2009-2010
2006-2010
M1 M1-O1
M1-O2
M1-O3
M2 M2-O1
M2-O2
M2-O3
M2-O4
Six Silent Killers of Strategy
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Format for a Strategic Planning Document
Table of Contents:• Introduction by the school Principal or Director (Head of Department)• Mission, Vision and Values Statement• Organization History and Profile• Strategic Issues and Strategic Goals or Key Results Area (KRA)• Objectives, KPI & long term targets (3-5 Years)• Strategy or initiative that link to each objectives together with a table
of action plan
• Appendices (If Included)• a. Environmental Assessment (example: SWOT) • b. Summary of Client Surveys• c. Membership of Board and Planning Committee• d. Long-Range Budget Projections• e. Strategy selection analysis
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SEKIAN, TERIMA KASIH
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