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Fundamental Concepts of STRATEGIC PLANNING

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Text of Fundamental Concepts of STRATEGIC PLANNING

  • Fundamental Concepts of Strategic Planning DEM 734 - SEMinar in StratEgic Planning anD inStitutional EffEctivEnESS PrESEntED by: Maria lEonora E.vinoya
  • Strategic planning > is anorganization's process of defining itsstrategy, or direction, and making decisionson allocating its resources to pursue this strategy.
  • Generally, strategic planning deals with at least one of three key questions: "What do we do?" "For whom do we do it?" "How do we excel?
  • The managerial process of developing and maintaining a viable link between the organizations objectives and resources and its environmental opportunities.
  • 1.1 Definition of Plan, Planning, and Educational Planning 1.2 Educational Development 1.3 Nature and Scope of Planning 1.4 Long Term, Medium Term and Short Term Planning
  • 1.5 Rolling Plan and Single Purpose Plan 1.6 Physical and Economic Planning 1.7 Allocative and Innovative Planning 1.8 Different Approaches to Educational Planning
  • - a detailed proposal for doing or achieving something. - decide on or arrange in advance.
  • is the formal process of making decisions for the future of individuals and organizations. Dealing on aims and objectives Selecting to correct strategies and program Determining and allocating the resources required Ensuring that plans are communicated to all concerned.
  • It does this by helping you to: Decide how and where to set priorities Decide how to accomplish not only your shortrange goals, but also your medium and longrange goals.
  • Cont. Build on the strong and successful parts of the program, as well as to identify and improve the weak parts. Reach agreement in the school community about what to do and how to do it.
  • WHAT A GOOD PLANNING PROCESS IS It is organized thinking It is the setting of priorities in the use of resources It is trying to anticipate the future It is involving those affected by the results of planning and opening communication channels WHAT A GOOD PLANNING PROCESS IS NOT It is not merely writing a plan or filling out forms It is not using steps or processes that dont work It is not involving people without considering their ideas It is not deciding what to do without figuring out how it will happen
  • WHAT A GOOD PLANNING PROCESS IS It is adapting and modifying steps or processes until they work for you. It is using leadership to motivate people and to coordinate their ideas. It is reflecting on what has been planned already and how it is working. It includes the periodic recording of planning decisions for future reference. WHAT A GOOD PLANNING PROCESS IS NOT It is not letting the program guide and coordinate utself.
  • OPERATIONAL PLANNING INTERMEDIATE PLANNING CONTINGENCY PLANNING STRATEGIC PLANNING
  • What is OPERATIONAL Planning ? short-range planning that deals with day-today maintenance activities Performed at a unit or departmental level Done as part of the overall strategic planning
  • What is INTERMEDIATE Planning ? a planning that is usually done in the middle of the fiscal year process: mid-year appraisal followed by affirming ongoing plans and setting forth new plans for the rest of the year
  • What is CONTINGENCY Plan? managing the problems that interfere with getting work done could be reactive or proactive
  • What is STRATEGIC Planning? is defining and prioritizing long-term plans that includes examining an organizations purpose, mission, philosophy and goals in the light of its external environment it is proactive and future-oriented, focuses on a 3-5 year operation of the organization it generally aims at creating an image of the desired future and design ways to make plans a reality
  • Identification and examination of future opportunities, threats, and consequences The process of analyzing the environment and developing compatible objectives along with the appropriate strategies with policies capable of achieving those objectives Strategic planning Integration of the various elements of planning into an overall structure of plans so that each unit of the organization knows in advance what must be done when and by whom
  • Scope of strategic planning (from: ANN MARRINER TOMEY) External assessment Internal assessment Priority issues and programs Vision, mission, values, philosophy
  • Goals: >strategic organization >operational division, unit Objectives Strategies >timelines >plans Policies and procedures Implementation Evaluation
  • (Source: MARQUIS & HUSTON, KELLY-HEIDENTHAL, & TOMEY) 1.Analyze the organizations internal and external environment (SWOT analysis) 2.Conduct a stakeholder assessment 3.Define the purpose of the organization 4.Clarify values important to the organization 5.Set the goals and objectives
  • 6.Communicate the goals and objectives to the constituents 7.Identify strategies set time lines and tasks 8.Estimate and allocate resources 9.Develop and communicate a marketing or business plan
  • 10.Establish a system for the implementation and monitoring of policies, procedures, and rules 11.Establish a system for exchanging information and building consensus 12. Provide a mechanism for evaluation
  • The process of making arrangements or preparations to facilitate the training, instructions or study that leads to the acquisition of skills or knowledge, or the development of reasoning or judgment.
  • Clarification of Educational Objectives Diagnosis of present conditions and recent trends Assessment of alternatives Translation of plans into action Evaluation and Adjustment
  • o o o o o o Pre-planning Stage Planning Stage Diagnosis Formulation of Policy Assessment of Future Needs Costing of Needs
  • o o o o o o Target Setting Feasibility Testing Plan Formulation Plan Elaboration Plan Implementation Plan Evaluation, Revision and Re-planning
  • o Pre-planning Stage o Precedes the actual planning exercise. Planning Stage The preparatory step A systematic activity which determines when, how and who is going to perform a specific job.
  • o Diagnosis o Constitutes an unavoidable part of the plan execution process. Formulation of Policy The development of effective and acceptable courses of action for addressing what has been placed in the agenda.
  • o Assessment of Future Needs o Policy-makers need also to address the issues of which implies the improving the knowledge about the expectations and behaviors of workers. Costing of Needs Provides guidance and practical advice on preparing costing information and is based on a consistent approach.
  • o Target Setting o Involves establishing SMART goals. Provides a sense of direction and purpose Feasibility Testing Brings in a series of practical constraints Helps to integrate ethical considerations with other aspects of decision
  • o Plan Formulation o Is a repetitive The process of identifying alternative plans that achieve a set of planning objectives. Plan Elaboration Involves the execution of plan
  • o Plan Implementation o Decide on how they are going to implement a project, which is the strategy. Plan Evaluation, Revision and Re-planning Sort of cyclical process
  • 1. Planning is purposeful Is a means towards the accomplishment of objectives Planning has no meaning unless it contributes to the achievement of desired goals. 2. Planning is a primar y function Is the basis of management process. Without planning there is nothing to organize, no one to actuate and no need to control.
  • 1. Planning is an intellectual process. Is a mental process involving imagination, foresight, and sound judgment. 2. Planning is a continuous pr

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