Dynamic Research Centre & instituteDirector Office of Research Innovation & Commercialization (ORIC) & Professor em Dynamic Research Centre & institute
Lecture # 04 about strategic planning on 26th September, 2018 at Dow University of Health Sciences for MBA students.
Dynamic Research Centre & instituteDirector Office of Research Innovation & Commercialization (ORIC) & Professor em Dynamic Research Centre & institute
4. CORPORATE SECTOR:
CS is the part of the economy made
up by company.
It is subset of domestic economy.
It excludes the economic activities of
government, private household, non
profit organizations serving
individuals.
6. STRATEGIC PLANNING
Strategic planning is an
organization's process of defining its
strategy, or direction, and making
decisions on allocating its resources
to pursue this strategy. It may also
extend to control mechanisms for
guiding the implementation of the
strategy…Wikipedia
7. Strategic planning is an organizational
management activity that is used to set
priorities, focus energy and resources,
strengthen operations, ensure that
employees and other stakeholders are
working toward common goals,
establish agreement around intended
outcomes/results, and assess and adjust
the organization's
8. STRATEGIC PLANNING:
Strategic planning is a tool that is
useful for guiding day-to-day decisions
and also for evaluating progress and
changing approaches when moving
forward
10. Who is responsible for strategic planning?
All managers will have some responsibilities
for plan implementation, and communicating
the essence of the plans to employees, but if
a strategic plan fails, or the implementation
is faulty, it's the CEO (or other leaders) that
are responsible. Regarding implementing
a strategic plan, the buck stops at the top.
11. KEY COMPONENTS OF A STRATEGIC
PLAN:
It includes…
Mission
Vision
Aspirations
Core values
Strengths, weaknesses, opportunities, and threats.
Objectives
Strategies
Operational tactics
Measurements and funding streams
12. PURPOSE OF STRATEGIC PLANNING:
To set overall goals for business and to
develop a plan to achieve them. It involves
stepping back from day-to-day operations and
asking where business is headed and what its
priorities should be.
13. FIVE STEPS IN SPP:
The five stages of the process are goal-
setting, analysis, strategy formation,
strategy implementation and strategy
monitoring.
Clarify Your Vision. The purpose of goal-
setting is to clarify the vision for your
business. ...
Gather and Analyze Information. ...
Formulate a Strategy. ...
Implement Your Strategy. ...
Evaluate and Control.
14. PROCESS OF STRATEGIC PLANNING:
5 Step Process for Developing a Strategic Plan
Step 1: Write a Vision Statement.
Step 2: Write a Mission Statement.
Step 3: Perform a Gap Analysis.
Step 4: Write SMART Goals.
Step 5: Monitor Progress
15. STRATEGIC THINKING SKILLS:
It is a process that defines the manner in
which people think about, assess, view,
and create the future for themselves and
others. Strategic thinking is an extremely
effective and valuable tool. One can
apply strategic thinking to arrive at
decisions that can be related to your work
or personal life
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Material pertinent to this illustration is found on pages 595-596.
Organizational culture is a system of meaning that members share and that distinguishes the organization from others. The dominant culture expresses the core values shared by a majority of the organization’s members. However, subcultures exist in any organization. Developing along departmental or geographical lines to reflect common problems, situations, or experiences faced by members, subcultures include core values of the dominant culture plus additional values unique to members of the department.
If organizations had no dominant culture and were composed, instead, of numerous subcultures, the value of organizational culture as an independent variable would be significantly lessened because there would be no uniform interpretation of what represented appropriate and inappropriate behavior. It is the “shared meaning” aspect of culture that makes it such a potent device for guiding and shaping behavior.
Organizational culture is a system of meaning that members share and that distinguishes the organization from others. The dominant culture expresses the core values shared by a majority of the organization’s members. However, subcultures exist in any organization. Developing along departmental or geographical lines to reflect common problems, situations, or experiences faced by members, subcultures include core values of the dominant culture plus additional values unique to members of the department.
If organizations had no dominant culture and were composed, instead, of numerous subcultures, the value of organizational culture as an independent variable would be significantly lessened because there would be no uniform interpretation of what represented appropriate and inappropriate behavior. It is the “shared meaning” aspect of culture that makes it such a potent device for guiding and shaping behavior.