To help delegates explore the concept of strategy and to practice using key tools and techniques used in the formulation of strategic plans.
|
|
- Catherine Shaw
- 6 years ago
- Views:
Transcription
1 Aim Executive Diploma in Management Management To help delegates explore the concept of strategy and to practice using key tools and techniques used in the formulation of strategic plans. Objectives By the end of the workshop the delegates will be able to: Define strategy and explain its relevance to an effective management process State the characteristics of strategic thinking and its application Describe the elements of the strategic planning process. Carry out an environmental analysis using the SPELT model. Describe 3 generic options for strategic choice. Open Systems Perspective A system is in a dynamic relationship with its environment where it receives various inputs, it then transforms those inputs in some way and exports outputs back into the environment Open Systems An Integrated Planning Process Competitors Resources Contractors Information People Machinery IT INPUTS S.P.E.L.T. Strategy Vision Purpose Planning Transformation Process FEEDBACK Customers Consumers Shareholders Stakeholders OUTPUTS INTEGRATED No part of the overall planning process is carried out in isolation PLANNING The on-going efforts that helps an organisation confirm: where it wants to be, where it is going, and how it will get there PROCESS A flexible sequence of events relying on specific skills and knowledge underpinned with active communication, involvement and ownership 1
2 Integrated Approach Operational Plan Plan Operations Performance Review Elements Of The Integrated Approach STRATEGIC PLANNING Focuses on the purpose and direction of the organisation in related to critical issues in the environment OPERATIONAL PLANNING Focuses on the translation of long term objectives into specific plans and short term results PERFORMANCE MANAGEMENT Focuses on the mechanism for monitoring the implementation and results of both the strategic and operational plans What is a Plan? What is an Operational Plan? Planning Purpose/Vision Analysis Areas Long Term Objectives Integrated Process Financial Projections Operational Planning Operational Analysis Key Result Areas Performance Indicators Objectives Action Plans Budgets What Is Performance Review? Thinking Performance Review Control Mechanisms Management Information Departmental Results Team Results Individual Reviews Improvement/Corrective Actions Reward Mechanisms Analysis Choice Implementation 2
3 Why Strategy? Forms a basis for coordinating effort Provides a focus for decision making Forces close examination of choices or options Prepares the organisation for change Encourages development and progress Gives a feeling of continuity Provides a source of motivation through purposeful activity Enables the organisation to establish best fit A Definition of Strategy Strategy is that set of managerial decisions and actions that determines the long term performance of an organisation Characteristics of Strategy The ability to sustain the organisation s ambitions The direction the organisation will move The scope of an organisations activities Matching activities to the organisation s environment Matching activities to the organisation s resource capability The allocation or re-allocation of resources The implications of change Criteria of Strategy Consistency Must not present mutually inconsistent goals, policies and objectives Consonance Must represent an adaptive response to the external environment and the critical changes within it Advantage Must provide for and/or maintain a competitive advantage Feasibility Must neither over burden available resources nor create unsolvable problems within the organisation Components of Planning VISION/PURPOSE STRATEGIC ANALYSIS STRATEGIC CHOICE LONG-TERM OBJECTIVES INTEGRATED ACTION PLANNING FINANCIAL PROJECTIONS Purpose of Each Component PURPOSE AND VISION Forms the foundation of the entire planning process, as all other activities must support the purpose STRATEGIC ANALYSIS Provides the data that legitimises plan STRATEGIC CHOICES Specifies direction organisation must move LONG TERM OBJECTIVES Identifies results that indicate progression INTEGRATED ACTIONS Identifies cross-functional actions required FINANCIAL PROJECTIONS Identifies financial implications 3
4 Some Definitions to Consider Vision: An image of our desired future Values How we expect to travel to where we want to go Purpose or Mission What the organisation is here to do Goals Milestones we expect to reach before too long WE NEED A VISION WHEN: We are confused about the overall purpose We are pessimistic about the future and cynical of the present We have a hyperactive rumour mill We have an absence of a shared sense of progress We have excessive risk avoidance We seem out-of-tune with trends in the environment We lack pride AN EFFECTIVE VISION: Is appropriate to the organisation Bridges present and future Attracts commitment and energises people Clarifies purpose and direction Creates meaning for everyone s role Establishes a standard of excellence Reflects the uniqueness of the organisation Is ambitious Criteria For Effective Vision/Purpose Statements Clear, understandable, and pertinent to all employees Brief enough to keep in mind Clearly specifies what the organisation is all about Should reflect the distinct competencies of the organisation continued An Example Vision Broad enough to allow flexibility but not a lack of focus Should serve as the template for all decisions Must reflect values, beliefs and the philosophy of operations Must be achievable Our vision is to achieve the highest standards of service and efficiency, and to operate our business in an enterprising and innovative manner so as to create value for our customers and a supportive climate for our employees. 4
5 An Example Mission/Purpose Company Feel the Difference? Product Related Customer Related We will achieve our vision by seeking to establish and understand our customer s needs, focus our business on meeting those needs and ensure our employees are developed and empowered to deliver our service. Revlon Xerox Standard Oil We make cosmetics We make copiers We sell petrol Columbia Pictures We make movies IMAC Encyclopaedia Britannia Carrier We sell fertiliser We sell encyclopaedias We make air conditioners We sell hope We improve efficiency We supply energy We market entertainment We improve agricultural efficiency We produce and distribute information We provide comfortable climates Strategy Statement We intend to move from a service - offered to a customer-needs strategy. The primary reasons are to offset the impact of new competition brought about by privatisation. For this to happen successfully the following must take place: Increased product diversification related to customer need Accurate analysis of profitability by customer grouping Enhance company image as a customer-needs driven organisation Improved definition of customer service requirements Internal focus to broaden the capabilities of all employees to meet the customer needs posture Culture shift to reflect customer-needs posture Analysis Environmental Monitoring SPELT Industry Competitors Customer/consumer Key Stakeholders Supplier base Application considerations SWOT Seven Part Model Sub Systems Analysis continued Is the analysis bringing to the surface critical issues? Is sufficient information and judgement being used to support selection of issues? Are the issues being thoroughly analysed? Is the analysis producing conclusions about the causes? 5
6 SPELT Analysis External Stakeholders SOCIAL ECONOMIC POLITICAL LEGAL Stakeholders are those individuals or groups who depend on the organisation to fulfil their own goals and on whom, in turn, the organisation depends TECHNOLOGICAL Johnson and Scholes Stakeholders in the Business Owners Shareholders Loan Financiers Creditors / debtors Suppliers Customers Managers Other Employees Consumers and Society Stakeholder Mapping/Analysis Identifies stakeholders, their expectations and power and helps in establishing political priorities. It consists of making judgements on two issues : How interested each stakeholder group is to impress its expectations on the organisation s choice of strategies Whether they have the means to do so - the power of stakeholder groups Stakeholder Analysis Your organisation Strengths Effective Internal processes SWOT ANALYSIS Opportunities External events that could be advantageous Strategies to utilise strengths in order to take advantage of opportunities Weaknesses Strategies to improve Ineffective or eliminate Internal weaknesses in order Processes to take advantage of opportunities Threats External events that could be problematic Strategies to utilise strengths in order to minimise impact of any threats Strategies to improve or eliminate weaknesses in order to minimise impact of any threats 6
7 An Organisation Development Model THE SEVEN PART MODEL Five Sub-SystemsSystems EXTERNAL ENVIRONMENT ABILITY TO ADAPT/ COPE WHAT BUSINESS? MISSION/ VISION AIMS/GOALS TASK/ TECHNOLOGICAL HUMAN/ SOCIAL RESOURCE & FINANCIAL MANAGEMENT ORGANISATION MANAGEMENT STYLE -MANAGEMENT INDIVIDUALS/TEAMS STRUCTURES CULTURES TYPE/STAGE ROLES OF DIRECTORS OR LEADERS CONTROL POLITICAL AGE GROWTH EVOLUTION Three Levels of Business Ethics Macro level - broad ethical stance about the role of business in the national and international organisation of society Within the macro framework, corporate social responsibility beyond minimum obligations of corporate governance Individual level - behaviour and actions of individuals within organisations Four Ethical Stances Short-term term shareholder interests Longer-term shareholder interests Multiple stakeholder interests Shaper of society Choices Products Offered Services Offered Market Needs Customer Needs Technology Innovation Production Capability Size/Growth Return/Profit Image Human Resources Vertical/Horizontal Integration Choices continued Defining discrete strategic areas that affect the direction of the company. Prioritising these areas Determining the driving force for the present and the future Identifying changes that must take place Helping establish a clear direction 7
8 Long Term Objectives What are they? They focus on a a position to be achieved rather than specific accomplishments. Describes what the organisation desires to have or become Where do they originate? They derive from the purpose/vision, analysis and strategic areas. Criteria Measurable or assessable; Achievable or feasible flexible or adaptable; Consistent Integrated Actions Identify the results needed to accomplish each long term objective and then ask: What are the measurable results and time frames? What are the specific actions required? Who is accountable? What resources should be allocated What feedback mechanisms are in place? What s the Link? Do you ever feel that you and others are too focussed on individual tasks and not aware of where it all fits in the big picture? Do you ever feel that you know what you need to achieve the goal but unsure of how everything fits to get you there? Do you ever consider re-arranging what we have in order to achieve your goals or do you focus on what you re missing? Have you ever viewed something as impossible without first clarifying what is expected and then consider solutions? 8
INTRODUCTION TO GENERAL MANAGEMENT
INTRODUCTION TO GENERAL MANAGEMENT Timeframe: 16 hours Describe the organisational Explain the basic economic systems in which organisations operate Learning outcomes: Explore the different forms of enterprise
More informationCITB-ConstructionSkills BEHAVIOURAL COMPETENCY FRAMEWORK
STRATEGIC AWARENESS Definition The ability to stand back and think about the broader perspective in order to visualise the way forward. Thinks ahead and plans for the future Continuously looks for better
More informationGuidelines for Self-assessment Strategic Planning
Guidelines for Self-assessment Strategic Planning Introduction The following text should be used as inspiring guidelines for self-assessment of the strategic planning process in a Caritas organisation.
More informationEntrepreneurship and New Venture Management 5 th edition
Entrepreneurship and New Venture Management 5 th edition Solutions to self-assessment questions 1) Chapter 1: Entrepreneurship defined Entrepreneurship is the process of commercialising ideas (innovations)
More informationAchieving Organisational Goals. Accomplishing Strategic Initiatives. Implementation of Organisational Objectives. Stakeholder Management
Achieving Organisational Goals Accomplishing Strategic Initiatives Implementation of Organisational Objectives High Quality Training Courses presented by Internationally Recognised Expert Speakers Stakeholder
More informationBIIAB Unit Pack. BIIAB Level 5 Diploma in Management and Leadership (QCF) 601/6773/7
BIIAB Unit Pack BIIAB Diploma in Management and Leadership (QCF) 601/6773/7 Version 1 BIIAB September 2015 www.biiab.org Contents ML84 R/506/2070 Principles of Management & Leadership ML85 K/506/3659 Strategic
More informationLearning Resource. Babcock International Group. Allocate and monitor the progress of work.
Babcock International Group www.babcock.co.uk/theknowledge Learning Resource Allocate and monitor the progress of work Introduction This handout is about ensuring the work required in your area of responsibility
More informationWE BELIEVE. Who we are and how we create value.
WE BELIEVE. Who we are and how we create value. We re different. Driving our success is a unique culture of ownership, defined by flexible processes and core beliefs, enthusiastically shared by HNI members.
More informationDecision-making Exercises and Tools
Decision-making Exercises and Tools This Section presents four decision making exercises for use by advisors to help groups decide which organisational structure is most appropriate for their needs. The
More informationLevel 5 NVQ Diploma in Management and Leadership Complete
Learner Achievement Portfolio Level 5 NVQ Diploma in Management and Leadership Complete Qualification Accreditation Number: 601/3550/5 Version AIQ004461 Active IQ wishes to emphasise that whilst every
More informationDEAF DIRECT: Performance Management Policy: April Performance Management Policy
Performance Management Policy 1 Contents Introduction Aims of the Performance Management Process Benefits of the Performance Management Process Key Principles of the Process Job Descriptions Planning Performance
More informationPERFORMANCE MANAGEMENT SESSION 3 Dr. Nadeem Kureshi PM & STRATEGIC PLANNING LINKING PERFORMANCE WITH ORGANIZATION S FUTURE
PERFORMANCE MANAGEMENT SESSION 3 Dr. Nadeem Kureshi PM & STRATEGIC PLANNING LINKING PERFORMANCE WITH ORGANIZATION S FUTURE Dilbert Performance Management and Strategic Planning: Overview Definition and
More informationGrundfos mission, vision and company values
Grundfos mission, vision and company values Dear colleague One of the main reasons why Grundfos is now one of the world's most successful leading manufacturers of high-quality pumps is the high degree
More informationBoard Governance, Strategic Planning, & Board Retreats (in a perfect world)
Board Governance, Strategic Planning, & Board Retreats (in a perfect world) www.dowellmgmt.com Section Policy Governance 1 We can t talk about strategic planning until we understand the role of the board.
More informationSetting Goals that Matter: Alignment SIMple Goals Cablevision Competencies Rating Definitions
Setting Goals that Matter: Alignment SIMple Goals Cablevision Competencies Rating Definitions Introduction Cablevision is creating a new performance management process with four goals: Aligning our work
More informationPROCESS EXAMPLE: TATA MOTORS
DHU-501: INDUSTRIAL MANAGEMENT AND ENTREPRENEURSIP DEVELOPMENT ENTREPRENEURSHIP Introduction: - Difference between managers and entrepreneurs, functions of an entrepreneur, types of an entrepreneur, and
More informationIPDS. Green Book Employees. An Integrated Performance Management, Pay and Grading System. Behavioural Framework Supervisory Level
An Integrated Performance Management, Pay and Grading System Behavioural Framework Supervisory Level Making West Midlands Safer Prevention Protection Response www.wmfs.net Supervisory Level Employees operating
More informationJOB DESCRIPTION. Head of Internal Communications and Engagement
JOB DESCRIPTION Job Title: Department: Section: Reports to: Head of Internal Communications and Engagement Strategy and Performance Policy and Communications Director of Policy and Communications Line
More informationBUYER S GUIDE STRATEGY. Defining the clearest path to best return on investment.
BUYER S GUIDE STRATEGY Defining the clearest path to best return on investment. EXECUTIVE SUMMARY This document is designed to provide prospective clients with a short guide to the acquisition of a communications
More informationThe Business Vision and Mission
The Business Vision and Mission Chapter Two CHAPTER OBJECTIVES 1. Describe the nature and role of vision and mission statements in strategic management. 2. Discuss why the process of developing a mission
More informationNS&I Consolidated Competency Framework. Setting Direction Engaging People Delivering Results. Communication. Team Working
NS&I Consolidated Competency Framework Setting Direction Engaging People Delivering Results Leading Others Acting as a positive role model for NS&I s values and behaving with integrity by reinforcing positive
More information29-Sep Developing Marketing Strategies and Plans. Chapter Questions. Phases of Value Creation and Delivery
1 2 Developing Marketing Strategies and Plans Chapter Questions How does marketing affect customer value? How is strategic planning carried out at different levels of the organization? What does a marketing
More informationStrategic Planning. Visioning. Strategic planning serves a variety of purposes in organisations, including to:
Strategic planning serves a variety of purposes in organisations, including to: Clearly define the purpose of the organisation and to establish realistic goals and objectives consistent with the mission
More informationLEADERSHIP COMPETENCY FRAMEWORK
LEADERSHIP COMPETENCY FRAMEWORK 1 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for
More informationChapter 4 The Internal Assessment
Chapter 4 The Internal Assessment Strategic Management: Concepts & Cases 13 th Edition Fred David Ch 4-1 Ch 4-2 Internal Assessment Great spirits have always encountered violent opposition from mediocre
More informationChapter 3. Strategic direction
Chapter 3 Strategic direction Learning outcomes After reading this chapter, you should be able to: justify the indispensability of a clear strategic direction for an organisation explain what strategic
More informationhealthalliance Purpose, Vision and Principles
Principles Vision Purpose Statement Planning Manager, Procurement healthalliance Purpose, Vision and Principles To be right behind better healthcare. Our role as provider of non-clinical services to the
More informationLecture 1: Introduction to Marketing; The Marketing Environment and Market Analysis Chapters 1.
Lecture 1: Introduction to Marketing; The Marketing Environment and Market Analysis Chapters 1. What is marketing? Marketing- the activity, set of institutions, and processes for creating, communicating,
More informationNotes of Strategy Implementation & Control
1. Distinction between Strategy Formulation and Strategy Implementation: Strategy Formulation Is a positioning forces before the action It focuses on effectiveness Is an intellectual process Strategy Implementation
More informationJOB DESCRIPTION. Executive Director: Growth and Regeneration (Health & Safety Director)
JOB DESCRIPTION Job title: Executive Director: Growth and Regeneration (Health & Safety Director) Grade: GD1 Managed by: Head of Paid Service Responsible for: Allocated Directors Accountable for: Growth,
More informationPolicing Professional Framework Personal qualities
Policing Professional Framework Personal qualities Executive (ACPO / Force Command Team) Promotes a real belief in public service, focusing on what matters to the public and will best serve their interests.
More informationHuman Capital TRAINING COURSES. Leading people. Leading organizations
Human Capital TRAINING COURSES CONTENTS Develop & Nurture Talent Assertiveness 2 days 4 Business Ethics Champion 1 day 5 Coaching & Counselling Skills for Managers 3 days 6 E-Colors & Personal Intervention
More informationCONTENTS CHAPTER ONE STRATEGIC BUSINESS PLANNING
CONTENTS CHAPTER ONE STRATEGIC BUSINESS PLANNING Preview 1 About this topic 1 Topic objectives 1 1. Strategic Planning Overview 2 1.1 Why is strategic planning important? 2 1.2 What is strategic planning?
More informationSub-section Content. 1 Preliminaries - Post title: Head of Group Risk - Reports to: CRO - Division: xxx - Department: xxx - Location: xxx
Sub-section Content 1 Preliminaries - Post title: Head of Group Risk - Reports to: CRO - Division: xxx - Department: xxx - Location: xxx 2 Job Purpose - To assist in the maintenance and development of
More informationJOB AND REQUIREMENT PROFILE FOR HEADS OF DEPARTMENT AT CBS 1. INTRODUCTION 2. CBS STRATEGY
JOB AND REQUIREMENT PROFILE FOR HEADS OF DEPARTMENT AT CBS 1. INTRODUCTION This memorandum is intended for use in connection with a recruitment process, in which CBS is to recruit candidates for positions
More informationVision & Mission. That business mission is so rarely given adequate thought is perhaps the most important single cause of business frustration.
1-1 1-3 Vision & Mission Vision Mission & Values Importance of Vision and Mission Statements Characteristics of a mission statement Components of a mission statement Writing & evaluating mission statements
More informationCHAPTER 1: THE NATURE OF STRATEGIC MANAGEMENT
CHAPTER 1: THE NATURE OF STRATEGIC MANAGEMENT CHAPTER SYNOPSIS Chapter 1 provides an overview of strategic management. A practical, integrative model of the strategic-management process is introduced.
More informationStrategic Management & the Entrepreneur
Strategic Management & the Entrepreneur Essentials of Entrepreneurship & Small Business Management (section 2: Building the Business Plan: Beginning Considerations) Tomas W. Zimmerer & Norman M. Scarborough
More informationRecruitment pack LEWISHAM HOMES TWITTER LINKEDIN ONLINE PHONE. lewishamhomes.org.uk/ careers. bit.
Recruitment pack LEWISHAM HOMES PHONE 0800 028 2 028 or 020 8613 4000 ONLINE lewishamhomes.org.uk/ careers EMAIL hr@lewishamhomes.org.uk TWITTER # lewishamhomes LINKEDIN bit.ly/lhlinked RECRUITMENT PACK
More informationDefining And Building A Culture Of Sustainability
Defining And Building A Culture Of Sustainability An overview of the determinants and enablers of a culture of sustainability and how to identify and develop them Tim Cotter Organisational and Environmental
More informationHRI: Human Resource Intelligence
HRI: Human Resource Intelligence Page 16 HRI: Human Resource Intelligence HRI: Human Resource Intelligence The area that no doubt has suffered the most of not being able to justify its worth in business
More informationDEVELOP AND IMPLEMENT STRATEGIC PLANS FACILITATOR MANUAL & ASSESSMENT BSBMGT616A
DEVELOP AND IMPLEMENT STRATEGIC PLANS FACILITATOR MANUAL & ASSESSMENT BSBMGT616A Precision Group (Australia) Pty Ltd 9 Koppen Tce, Cairns, QLD, 4870 Email: info@precisiongroup.com.au Website: www.precisiongroup.com.au
More informationWORKPLACE SKILLS (WPS)
WORKPLACE SKILLS (WPS) A Singapore Workforce Skills Qualifications Programme While there are always job-specific skills that employers are looking for, most will also wish their employees to have essential
More informationThe Corndel Leadership and Management Diploma: Unit 1. Leading and Managing a Team
The Corndel Leadership and Management Diploma: Unit 1 Leading and Managing a Team 2017 Corndel Limited. All rights reserved. 2 The Corndel Leadership And Management Diploma: Unit 1 Table of contents Chapter
More informationBusiness Studies - Management Notes. Business Studies Study Notes
Business Studies - Management Notes Business Studies Study Notes The Nature of Management: Definition of Management: The process of working with and through other people to achieve business goals in a
More informationSUMMER EXAMINATIONS 2014
SUMMER EXAMINATIONS 2014 SPO100614N MODULE TITLE LEVEL TIME ALLOWED Sport & Leisure Management Four Two hours Instructions to students: Please enter your student number NOT your name on all answer booklets.
More informationQualification Specification 601/6908/4 icq Level 5 Diploma in Management and Leadership (RQF)
Qualification Specification 601/6908/4 icq Level 5 Diploma in Management and Leadership (RQF) Qualification Details Title : icq Level 5 Diploma in Management and Leadership (RQF) Awarding Organisation
More informationMarketing Strategy. Marketing Strategy
Marketing Strategy A marketing strategy sets out in detail how your organisation will get your products or services in front of potential customers who need them. Trying to market your product or service
More informationLeadership Competency Framework
This competency framework is designed to develop the capabilities of leaders and managers at the Open University to improve the quality of leadership provided to staff to ensure the University successfully
More informationRisk Management Strategy
Risk Management Strategy 2017-2019 Created by: Role Name Title Author / Editor Kevin McMahon Head of Risk Management & Resilience Lead Executive Margo McGurk Director of Finance & Performance Approved
More informationexecutive acumen programme Leading to the ILM Level 5 Diploma in Leadership and Management
executive acumen programme Leading to the ILM Level 5 Diploma in Leadership and Management Our approach We are a passionate coaching company who aim to help everyone achieve their potential. Everything
More informationManagement. Prof. S P Bansal Vice Chancellor Maharaja Agrasen University, Baddi
Paper: 3, Module: 2, STRATEGIC MANAGEMENT PROCESS Principal Investigator Co-Principal Investigator Paper Coordinator Content Writer Prof. S P Bansal Vice Chancellor Maharaja Agrasen University, Baddi Prof
More informationRecognised for Excellence
Recognised for Excellence Applicant Guide The objective of this guide is to help you prepare a submission document for Recognised for Excellence. Recognised for Excellence Guidelines These guidelines have
More informationH (CFAS2.1) Prioritise information for sales planning 1
What is this Unit about? This Unit is about ensuring that your organisation has a clear and up-to-date picture of its markets and can use appropriate information to support the development of sales strategies
More informationStrategic Planning Pre-Work Packet For Entrepreneurs of Faith
Strategic Planning Pre-Work Packet For Entrepreneurs of Faith Some plans aren t always accomplished, but the planning process is priceless. -Dwight Eisenhower Adapted from the late Don Cope and his work
More informationThe New Leader. 3 Days. Introduction
The New Leader 3 Days Introduction We have a wealth of experience at handling day to day management issues and are now ready for a bigger challenge. Are there extra skills they need to acquire to prepare
More informationEUROPEAN LOCATION SERVICES VISION AND STRATEGY. Securing the long-term future of authoritative geospatial information and services
EUROPEAN LOCATION SERVICES VISION AND STRATEGY Securing the long-term future of authoritative geospatial information and services EUROPEAN LOCATION SERVICES VISION AND STRATEGY CONTENTS INTRODUCTION...
More informationCHARACTER ELSEVIER COMPETENCY FRAMEWORK
CHARACTER ELSEVIER COMPETENCY FRAMEWORK CHARACTER: DISPLAYS INTEGRITY AND HONESTY DEFINITION: Leads by example; walks the talk ; models core values; follows through on promises; trusted by others; honest
More informationPROFESSOR SUZANNE M. CARTER
PROFESSOR SUZANNE M. CARTER AUGUST 2015 STRATEGIC MANAGEMENT WORKSHOP Crash Course! DETERMINANTS OF SUPERIOR PERFORMANCE Industry Structure Industry Dynamics Leadership Values Vision Competitive Position
More informationUnderstanding the Management Process
Chapter 6 Understanding the Management Process 1 Define what management is. 2 Describe the four basic management functions: planning, organizing, leading and motivating, and controlling. 3 Distinguish
More informationDiploma in Public Service Leadership. Syllabus
Diploma in Public Service Leadership Syllabus 2015-16 Sept 2015 Contents Summary of Diploma in Public Service Leadership Page Key Benefits 3 Accreditation 4 Assessment 4 Fees & Funding 4 Frequently Asked
More informationJob description and person specification
Job Title: Level: Spot salary: Team: Reporting line: Financial scope: DBS check required: Director of Property and New Business Director (Hay graded) Property and New Business Chief Executive Budget of
More informationSkating to Where the Puck Will Be: The Questions You Must Answer to Get It Right (And How I ve Gotten It Wrong)
Skating to Where the Puck Will Be: The Questions You Must Answer to Get It Right (And How I ve Gotten It Wrong) 2 Why Have a Plan? 1997 me 3 4 5 -20% 6 A plan around which to improvise 7 What I Learned
More informationIntegrating Total Quality Management into Review of Educational Institutions
Integrating Total Quality Management into Review of Educational Institutions K. K. Navaratnam and Rory O Connor Abstract In order to achieve an incremental improvement through institutional review, educational
More informationPROFESSOR SUZANNE M. CARTER
PROFESSOR SUZANNE M. CARTER AUGUST 2013 STRATEGIC MANAGEMENT WORKSHOP Crash Course! DETERMINANTS OF SUPERIOR PERFORMANCE Industry Structure Industry Dynamics Leadership Values Vision Competitive Position
More informationMIND IN TAUNTON AND WEST SOMERSET STRATEGIC PLAN AND OPERATIONAL PLAN 2016/17 AND BEYOND
MIND IN TAUNTON AND WEST SOMERSET STRATEGIC PLAN AND OPERATIONAL PLAN 2016/17 AND BEYOND A) INTRODUCTION There has never been a greater need for Mind than the current times. Mental health problems in England
More informationILM Level 5 NVQ Diploma in Management and Leadership (QCF) 601/3254/1
ILM Level 5 NVQ Diploma in Management and Leadership (QCF) 601/3254/1 Contents Page Qualification Overview: ILM Level 5 NVQ Diploma in Management 3 and Leadership Mandatory Units Group A Specifications
More informationPalmerston North City Council Job Profile
Position Title Reporting to Unit Civil Works Supervisor Operations Manager City Enterprises Date created December 2015 Values We are committed to fostering an environment where our values of Trust, Worth,
More informationSTRATEGIC MANAGEMENT
STRATEGIC MANAGEMENT Translating a Mission and Overall Goals into Strategic Outcomes Mission (Why We Exist) To Increase enterprise Value Vision (Where We Are Going) Core Values (What We Believe In) Strategy
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationSTRATEGIC MANAGEMENT ACCOUNTING
STRATEGIC MANAGEMENT ACCOUNTING CPA PROGRAM SUBJECT OUTLINE Strategic management accounting is a key component of the overall skills base of today s professional accountant This subject examines the strategic
More informationCompetency framework wea.org.uk
Competency framework 2018 wea.org.uk Competency Framework 2018 Welcome to the WEA competency framework The WEA competency framework supports our overall goals and sets out how we want people in the WEA
More informationLEADERSHIP POTENTIAL INDICATOR
LEADERSHIP POTENTIAL INDICATOR Personal Report John Smith 2017 MySkillsProfile. All rights reserved. Introduction The (LPI) measures aspects of your leadership style by asking you questions about your
More informationMANAGEMENT. Study School General Management 1
GENERAL MANAGEMENT Study School 2009 General Management 1 LECTURERS Mrs M Vrba 012429-4643 4643 vrbamj@unisa.ac.za Prof T Brevis 012429-4764 4764 brevit@unisa.ac.za ac General Management 2 TOPICS Introduction
More informationGUIDELINE FOR WRITING A BUSINESS PLAN
GUIDELINE FOR WRITING A BUSINESS PLAN Copyright CERIM This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. DIRECTORY WRITING A BUSINESS PLAN 3 1. Why you need to write
More informationAssistant Director Major Infrastructure Programmes Role Profile
Assistant Director Major Infrastructure Programmes Role Profile A Role Profile provides key information relating to the current focus and objectives of the role and a brief description of the main responsibilities
More informationTechnical specifications for City & Guilds Level 7 NVQ Diploma in Strategic Management and Leadership (8624)
Technical specifications for City & Guilds Level 7 NVQ Diploma in Strategic Management and Leadership (8624) Version: 1.0 (March 2017) Version 1.0 (March 2017) Level 7 NVQ Diploma in Strategic Management
More informationJOB DESCRIPTION. Director: Policy, Strategy and Partnerships. Level: 1. Executive Director: Resources
JOB DESCRIPTION Job title: Director: Policy, Strategy and Partnerships Level: 1 Managed by: Executive Director: Resources Responsible for: Allocated Heads of Service Accountable for: City Plan/ Strategic
More informationNo. Detail Page. M&L 45 Contribute to the development of a strategic plan 3. M&L 46 Establish business risk management processes 5
Management and Leadership Level 5 Units Contents No. Detail Page M&L 45 Contribute to the development of a strategic plan 3 M&L 46 Establish business risk management processes 5 M&L 47 Promote equality
More informationManagement, Motivation, and Leadership: Bringing Business to Life
14 14-1 14-2 14-3 14-4 14-5 14-6 Management, Motivation, and Leadership: Bringing Business to Life Discuss the role of management and its importance to organizational success Explain key theories and current
More informationHEALTH & SAFETY BUSINESS PARTNER
Job Description HEALTH & SAFETY BUSINESS PARTNER This job description provides an indicative outline of the purpose and accountabilities of the role. Specific performance requirements and expectations
More informationHafan Cymru Job Description
Job title Grade / Salary Scale Location Contract hours Working Pattern Responsible to Responsible for (staff / finance / Service Users /Customers Job Purpose Competency and Level required Project Manager
More informationTALENT FIRST. Delivering the Difference. November 2013
TALENT FIRST Delivering the Difference November 2013 12 3 4 5 6 7 An Introduction to Delivering the Difference TALENT FIRST, the University's People Strategy 2013-2015, recognises and is closely aligned
More informationSYLLABUS - MARKETING LEADERSHIP AND PLANNING (20 credits)
Chartered Postgraduate Diploma in Marketing (Level 7) SYLLABUS - MARKETING LEADERSHIP AND PLANNING (20 credits) Total Qualification Time: 200 Hours The purpose of this unit is to enable students to develop
More informationPutting our behaviours into practice
Putting our behaviours into practice Introduction Our behaviours are an important part of One Housing. They are designed to shape how we work - they are the ideas and approaches that form the foundation
More informationCreating the future you want for you and your team through strategic planning.
Creating the future you want for you and your team through strategic planning. What is Strategy Overview Why do strategic planning. The strategic planning process. How to get your team involved. Best practices
More informationHOW TO WRITE A BUSINESS PLAN. Robert Jones 2010 Ashcroft International Business School Anglia Ruskin University
HOW TO WRITE A BUSINESS PLAN Robert Jones 2010 Ashcroft International Business School Anglia Ruskin University Objectives What is a business plan? Why write a business plan? When do you write one? Who
More informationExecutive Certificate in NGO Management in Nigeria A Training Programme for NGO Leaders and Managers
Knowledge, Skills and Strategies for Non-Profit Professionals Executive Certificate in NGO Management in Nigeria A Training Programme for NGO Leaders and Managers 1. Strategic Management From Strategic
More informationObjective: 2.01 Describe the nature and role of vision and mission statements in strategic management.
Strategic Management: A Competitive Advantage Approach, 14e (David) Chapter 2 The Business Vision and Mission 1) Vision and mission statements can often be found in the front of annual reports. Diff: 2
More informationExport Capacity Building Programme. Day 1 Developing and Export Growth Strategy. 5 th & 6 th December 2016
Export Capacity Building Programme Day 1 Developing and Export Growth Strategy 5 th & 6 th December 2016 Programme Overview Five Days Training Developing an Export Growth Strategy Understanding Business
More informationPosition Profile CUSTOMER SERVICES OFFICER. Council s Mission. Organisation Chart
www.council.govt.nz Post Holder:... Position Title: Reports to: Department: Division: Location: Grade: SP Grade 9 Position Profile CUSTOMER SERVICES OFFICER Customer Services Manager Corporate Services
More informationThe Internal Assessment
The Internal Assessment Week 04 W. Rofianto, ST, MSi Chapter Outline The Nature of an Internal Audit The Resource-Based View (RBV) Integrating Strategy & Culture Management Marketing Opportunity Analysis
More informationMarketing is the management process for identifying, anticipating and satisfying customer requirements profitability
Marketing Marketing: - the process by which companies create value for customers - and build strong customer relationships - to capture value for customers in return Marketing is the management process
More informationAssistant Director Safeguarding
Job Title: Assistant Director Safeguarding Reports To: Director for Education Grade: JNC Level Job Purpose The organisation s vision to be a Council of the Future has been developed closely with members
More informationAuditing Corporate Strategies
Auditing Corporate Strategies Beyond traditional auditing Mohamad Nassar - Grant Thornton 10 November 2016 What is a Corporate Strategy audit? A strategy audit involves assessing the actual direction of
More informationEXECUTIVE DEVELOPMENT & GROWTH FOR EXCELLENCE (EDGE)
EXECUTIVE DEVELOPMENT & GROWTH FOR EXCELLENCE (EDGE) A Singapore Workforce Skills Qualifications Programme To keep up with the changing needs of a knowledge-based economy, the EDGE programmes are designed
More informationChapter 2 Lecture Notes Strategic Marketing Planning. Chapter 2: Strategic Marketing Planning
Chapter 2: I. Introduction A. Beyond the Pages 2.1 discusses several aspects of Ford s strategy to restructure its operating philosophy. B. Although the process of strategic marketing planning can be complex
More informationCompetency Catalog June 2010
Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on
More informationDEVELOP PRODUCTIVE WORKING RELATIONSHIPS WITH COLLEAGUES
UNIT SUMMARY What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within other organisations, that are productive in terms of supporting
More informationSTRATEGY FOR IMPACT. NPC s practical approach to strategy development for charities
STRATEGY FOR IMPACT NPC s practical approach to strategy development for charities Abigail Rotheroe, Iona Joy, Sally Bagwell, Katie Boswell. November 2014, updated March 2017 v We have prepared this guidance
More information