There are basic steps that can help managers in their planning. Allen (2013) describes these steps. First management must set objectives. Create both short and long term targets. During this phase the operating and middle management set their attention to personal, departments and divisions. The objectives are obtained come from the mission statement which describes their mission and values. They also come from other factors, like the standing planning, strategic planning and goals, resources, environmental conditions, ethics, and experience.
The second step would be to analyze and evaluate the environment. During this phase managers analyze where the company is, the environments and what resources that are available. Managers need to consider what other factors may arise that might cause issues. Management needs to evaluate all possible actions and the potential outcome of each action. When doing this it is important to consider the internal and external factors that could affect each action.
The third step would be to identify any alternatives. Make a list with all the different actions that will get the company to their goal. Getting different managers with experience together to brainstorm as many different ways as possible is one way to accomplish this.
The fourth step would be to evaluate those alternatives. Consider the advantages and the disadvantages of each alternative action make a list of these. When the list is done go back to the second step. Going back to the second step will help ensure that each alternative is a viable alternative. There are different things that a manager needs to know along with the financial aspect. Things to know are; What are the time frames and resources needed for each altern...
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.... This helps them decide who they are and what they want to accomplish.
Second step is analyze and assess the internal and external environments. When a manager completes this step they do a situational analysis and discover what the strengths and weaknesses are. They also look for external opportunities and threats. Third step is assess the mission statement and goals because he second step can have two out comes first outcome it affirms the present mission statement is still the goal or it may require the management to define a new mission statement and goals. Fourth goal would be to build the strategies that will get you to those goals. Fifth goal would be to put those strategies into action. to put these into action it requires leadership, structure, people and information. The last step would be monitor, evaluate the results, and make modifications if needed.
Alternatives: The most important measures that can be taken are: contraction of the department structure and applying decentralization.
Step 3: Take into consideration factors that relate to the situation and generate alternatives for resolving the dilemma.
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
Once the strategy for the organization is clear, the next step in the strategic plan is to begin implementation of the plan. Implementation has five parts that include identification of the short-term objectives, initiation of specific functional tactics, outsourcing of nonessential functions, communication of policies that will empower the organizations individuals, and effective system of rewards.
Once an organization develops a mission statement, the next step in strategic planning is to align the company’s goals. The goals for a business should reflect the vision and mission of an organization, as well as assist in achieving the overall purpose of the company. Establishing organizational goals promotes the business’ mission and specifies the focus in which staff members should implement in day to day operations.
The eight stage process gives leaders a plan on how to tackle and implement change the first time, while empowering employees to buy into the organizations end state. Many times leaders make changes and are puzzled why they don’t work. This is not the end all be all, but when implementing change you have to remember to that it’s a process that takes time and determination. You have to stick to the plan to see it through and that takes patience, planning and good decision making skills. Applying these steps will help your organization thrive and stay competitive in the 21st
business and personal goals. Keeping this aspect in mind I am keen on applying the “Four steps to
Following the steps only goes so far and defining the elements of the plan is essential for success as well. These elements would include: 1) recruitment to find talent 2) assessments to evaluate how the leadership is doing in their jobs 3) performance management to make changes as necessary to the plan 4) succession planning to eliminate gaps 5) career planning to help develop the leader for their next position 6) development of leaders to fill the gaps.
In order to address the above components, five decision making steps have to be put in place, these are; being attentive, being intelligent, being reasonable, being responsible, and being reflective. The first step, being attentive, involves evaluating the whole situation and coming up with the data and information about the problem at hand. In so doing the following questions are viewed; what facts to bear in mind, what direction to take so as to get the expected solution, and what is the main issue to work on. In the second step, being intelligent, the information is clearly studied to determine whether the collected data is revealing the correct details concerning the problem. Determine the stakeholde...
It is a step of defining the goals of the projects and the results are aimed at reaching certain levels of productivity of customer satisfaction. The second stage is measure, and it is the stage of collecting data and facts and evaluating current operational performance. The third stage is analyze with the purpose of developing methods and theories that will best suit the solving of the problem; it is also a stage of detecting cause-and-effect ties of the processes. The fourth stage is improve, it is aimed at generating ideas for reaching the desired process improvement. Finally, there is the control stage that is about monitoring the operations to find out whether the process of improvement is smooth and the problems were solved (Meredith & Shafer,
Develop an action plan - outline ways to correct the root causes of the problem, specific actions to be taken, identify who, what,
As Schermerhorn states in Management planning, organizing, leading, and controlling are the tools needed by managers to accomplish performance goals. It is crucial that managers be able to recognize and act upon problems or opportunities as they arise. Planning is perhaps the cornerstone of the four processes. All good processes were at some point given great detail so as to anticipate possible problems and solutions to those problems. When the Honda Motor Company decided it needed to refine its inventory they didn't just jump at the first idea that was proposed; they first set their objectives and discussed ways to meet those objectives. After giving careful consideration to processes and the streamlining of those processes human error rose as the top need for change. Sounds simple you might respond; in reality it is much more complicated.
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).
The four steps that lead managers and the firm through the strategic planning process are first defining the company’s mission, then setting objectives and goals, next designing a business portfolio and lastly developing functional plans. The first step involves focusing on consumers’ needs and wants. Setting forth a market oriented mission that organizations want to reach based on consumers of the environment. After finding the mission, organizations then proceed to put together supportive objectives for every level of management to help achieve its mission. Next the company has to design a business portfolio evaluating all of its current business and future business by coming up with
The basic strategic planning process includes: 1. Identify your purpose (articulate mission and vision); 2. Assess the Situation; 3. Develop Strategies, Goals, and Objectives; 4. Identify specific approaches or strategies that must be implemented to reach each goal; 5. Identify specific action plans to implement each strategy, and 6. Monitor and update the plan.