1. They are proactive and non re-active.
2. They are internal in source, and the business venture has absolute control over their application.
3. Strategy can apply once after that it is process of application with no unique element remaining.
4. The outcome is normally a strategic planning which is used guidance to define functional and divisional plan including technology, marketing etc.
5. Strategic planning is the formal consideration of an organization’s future course. All strategic planning deals with al least one of three keys question
a) What do we do?
b) For whom do we do it?
c) How do we excel?
In business strategic planning the third question is better how can we beat or avoid competition? In many organizations this is viewed as a process for determining where an organization is going over the next year or more- typically 3 to 5 years, although some extended their vision to 20 years.
2. Communicate those goals and objectives to the organization constituents.
3. Develop a sense of ownership of the plan.
4. Ensure the most effective use in made of the organization resources by focusing the resources on the key priorities.
5. Provide a base from which progress can be measured and establish a mechanism for informed change when needed.
6. Bring together everyone’s best and most reasoned efforts to have important value in building a consensus about where an organization is going.
7. Provide cleaner focus of organization producing more efficiency and effectiveness.
8. Bridges staff and board of directors in the case of corporation.
9. Builds strong teams in the board and the staff in the case of corporation.
10. Provides the glue that keeps the board together in case of corporation.
11. Produce great satisfaction among planners around a common vision.
12. Increase productivity from increased efficiency and effectiveness.
13. Solves major problems arising in the business.
Facilitate an objective assessment - Strategic planning provide a discipline that enables the board and senior management to actually take a step back from the day to day business to think about the future of the organization without this discipline the organization can become solely consumed with working through the next issue or problem without consideration of the larger picture.
Provide a framework for decision making - Strategy provide a framework within which all staff can make day to day operational decisions and understand that those decision are all moving the organization in a single direction it is not possible nor realistic or appropriate for the board to know all the decision the executive director will have to make nor it is possible nor realistic or practical for the executive director to know all the decision the staff will make. Strategy provides a vision of the future confirm the purpose and values of an organization, sets objectives, clarify threats and opportunity determines methods to leverage strengths, and mitigate weaknesses at a minimum. As such it sets a framework and clear boundaries within which decision can be made.
Support understanding and buy-in - Allowing the board and staff participation in the strategic discussion enables them to better understand the direction why that direction was chosen, and the associated benefits. Fore some people simply knowing is enough for many people to gain their full support requires them to understand.
Enables measurement of progress - A strategic management process forces an organization to set the objectives and measures of success the setting of measures of success requires that the organization first determine what is critical to its ongoing success and then forces the establishment of objectives and keeps these critical measures in front of the board and senior management.
Provides an organizational perspective - Addressing operational issues rarely looks at the whole organization and the interrelatedness of its varying components. Strategic management takes an organizational perspective and look at all the components and the interrelationship between those components in order to develop a strategy that is optimal for the whole organization and not a single component.
The method is a synthesis of several existing approaches. In this method obtaining organizational information requirements consists of several steps.
Define underlying organizational subsystem
The first phase of analysis is to define underlying organization subsystem. The purpose of activity subsystem identification is to subdivide requirement determination by major organization activity and make the process more manageable. For the home leasing company, the major subsystem are:
- Credit
- Leasing
- Maintenance
- Eviction and delinquency
- Marketing
- Advertising
- Accounts receivable and collection
- Corporate accounting
- Market and product analysis
- Client reporting
- Appraisal
- Insurance
- Sales
- Personnel
- Inspection
- Audit
- Inventory
- Legal
These subsystems are obtained by an interactive process of discussing all organization activities with managers and defining the activity as belonging to broad categories of subsystem. As new activities are considered, they are placed in previously defined categories or a new category is created.
Develop subsystem manager matrix
Once the underlying organizational subsystems are defined the next step of the organizational subsystem.
The matrix is prepared by reviewing the major decision making responsibility of each middle top level manager and association decision making with specific subsystem. The purpose of this step is to clarify responsibilities and identify those managers to be interviewed relative to each subsystem.
2. They are internal in source, and the business venture has absolute control over their application.
3. Strategy can apply once after that it is process of application with no unique element remaining.
4. The outcome is normally a strategic planning which is used guidance to define functional and divisional plan including technology, marketing etc.
5. Strategic planning is the formal consideration of an organization’s future course. All strategic planning deals with al least one of three keys question
a) What do we do?
b) For whom do we do it?
c) How do we excel?
In business strategic planning the third question is better how can we beat or avoid competition? In many organizations this is viewed as a process for determining where an organization is going over the next year or more- typically 3 to 5 years, although some extended their vision to 20 years.
Purpose of Strategic Planning
1. Clearly define the purpose of the organization and establish realistic goal and objectives consistent with that mission in a defined time frame within the organization’s capacity for implementation.2. Communicate those goals and objectives to the organization constituents.
3. Develop a sense of ownership of the plan.
4. Ensure the most effective use in made of the organization resources by focusing the resources on the key priorities.
5. Provide a base from which progress can be measured and establish a mechanism for informed change when needed.
6. Bring together everyone’s best and most reasoned efforts to have important value in building a consensus about where an organization is going.
7. Provide cleaner focus of organization producing more efficiency and effectiveness.
8. Bridges staff and board of directors in the case of corporation.
9. Builds strong teams in the board and the staff in the case of corporation.
10. Provides the glue that keeps the board together in case of corporation.
11. Produce great satisfaction among planners around a common vision.
12. Increase productivity from increased efficiency and effectiveness.
13. Solves major problems arising in the business.
The Advantages of Strategic Management
Discharge board responsibility - the first reason that most organization state for having a strategic management process is that it discharges the responsibility of the board of director’s.Facilitate an objective assessment - Strategic planning provide a discipline that enables the board and senior management to actually take a step back from the day to day business to think about the future of the organization without this discipline the organization can become solely consumed with working through the next issue or problem without consideration of the larger picture.
Provide a framework for decision making - Strategy provide a framework within which all staff can make day to day operational decisions and understand that those decision are all moving the organization in a single direction it is not possible nor realistic or appropriate for the board to know all the decision the executive director will have to make nor it is possible nor realistic or practical for the executive director to know all the decision the staff will make. Strategy provides a vision of the future confirm the purpose and values of an organization, sets objectives, clarify threats and opportunity determines methods to leverage strengths, and mitigate weaknesses at a minimum. As such it sets a framework and clear boundaries within which decision can be made.
Support understanding and buy-in - Allowing the board and staff participation in the strategic discussion enables them to better understand the direction why that direction was chosen, and the associated benefits. Fore some people simply knowing is enough for many people to gain their full support requires them to understand.
Enables measurement of progress - A strategic management process forces an organization to set the objectives and measures of success the setting of measures of success requires that the organization first determine what is critical to its ongoing success and then forces the establishment of objectives and keeps these critical measures in front of the board and senior management.
Provides an organizational perspective - Addressing operational issues rarely looks at the whole organization and the interrelatedness of its varying components. Strategic management takes an organizational perspective and look at all the components and the interrelationship between those components in order to develop a strategy that is optimal for the whole organization and not a single component.
Analysis of Organizational Information Requirements
Information requirements are the prerequisites in an organization for information system, planning identifies application and planning an information architecture. More detailed information requirement are required for design of application. Although the level of specification is different for the organization and applications many of the methods for obtaining requirements are the same.The method is a synthesis of several existing approaches. In this method obtaining organizational information requirements consists of several steps.
Define underlying organizational subsystem
The first phase of analysis is to define underlying organization subsystem. The purpose of activity subsystem identification is to subdivide requirement determination by major organization activity and make the process more manageable. For the home leasing company, the major subsystem are:
- Credit
- Leasing
- Maintenance
- Eviction and delinquency
- Marketing
- Advertising
- Accounts receivable and collection
- Corporate accounting
- Market and product analysis
- Client reporting
- Appraisal
- Insurance
- Sales
- Personnel
- Inspection
- Audit
- Inventory
- Legal
These subsystems are obtained by an interactive process of discussing all organization activities with managers and defining the activity as belonging to broad categories of subsystem. As new activities are considered, they are placed in previously defined categories or a new category is created.
Develop subsystem manager matrix
Once the underlying organizational subsystems are defined the next step of the organizational subsystem.
The matrix is prepared by reviewing the major decision making responsibility of each middle top level manager and association decision making with specific subsystem. The purpose of this step is to clarify responsibilities and identify those managers to be interviewed relative to each subsystem.
0 comments:
Post a Comment