LOOKING BACK: REVIEWING THE CONCEPTS The hard task of selecting an overall company strategy for long run survival and growth is called strategic planning. Strategic planning sets the stage for the rest of the company’s planning, including marketing planning.
Project Schedule and Risk Management: Project schedule and risk management are some of the most important components of project management. These components play a crucial role in project planning, which is a process used to organize various areas of a project such as workloads and management of the project team. Project schedule basically refers to a listing of the activities or tasks, milestones, and deliverables of a project that includes the expected start and finish dates. In essence, a project schedule is a tool that provides information about the tasks to be carried out, required resources to perform these tasks, and the timeframes in which each task will be completed (“Project Scheduling”, n.d.). Risk management is a process through which a project manager and team predicts risks, estimates impacts of these risks on the project, and describe reactions to these issues.
As a good manager, determination of organizational goals and methods of achieving those goals is very important. Planning requires the administration to appraise where the company presently is and where it would be in the future and therefore, an appropriate course of action is determined and executed to attain the company's vision and mission. Management analyses internal and external factors that may affect the company, hence the need for strategic planning arises. Under the strategic plan, a SWOT analysis is carried out to find out the Strengths and weaknesses of the organization, identification of opportunity stretch and preventive...
Then, introducing the concepts of strategic planning to your organization and developing an understanding of what strategic planning means in practice versus in theory. Followed by implications of the process and assigning tasks in regards to the plan. Ideally, reaching the actual agreement with the outline generated with steps in the strategic plan. However, one should recognize that in practice things could change over the course of the cycle in which you hope to achieve the goals your organization initially planned to
“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 direction in response to a changing environment” ("Basics of Strategic Planning," 2016). This particular type of planning helps the organization focus on a defined set of goals and allows them to adjust their goals depending on the environment. Strategic planning should follow guidelines. In order for strategic planning to succeed, an organization needs to be ready to succeed. “But even when there are good reasons to do it, the organization still needs to be prepared to engage in a successful process” (Bryson & Alston, 2011).
Modelling the dynamics of the vision- ensure that the dynamic nature of the future is taken into account. vi. Bridging into action Classical Sequential Approach If the information is present and the mission and business strategies have been articulated, the classical sequential approach can be followed which a neat and logical approach, incorporating all the actions that ideally should take place. Implementing HR Strategies For an effective implementation of HR strategies, it is necessary to engage top level management, also commitment, cooperation and involvement of line managers and staff is important. The problem with strategic HRM is that too often there is a gap between the rhetoric of the strategy and the reality of what happens to it.
If you as the manager want to run a successful team, you need to be organized. If you as a manager expect your team to be organized, then you as the manager need to lead by example. Organization to me is what falls next to planning. If you are organized, that means you have planned well. People expect managers to be organized, and know their plan of attack, and know what they are talking about when in meeting, seminars, and etc I believe that organization is a major part of being in management, if you are not organized; you can not plan, lead, or control.
It sets the direction for the other functions of management and for teamwork” (Allen, 1988, ¶ 1). In order to operate in an efficient and effective manner and to progress with focus and direction, an organization must set goals and develop plans to achieve those goals (Erven, 1999). All management levels participate in planning; the characteristics of planning are varied according to the level of management (Erven, 1999). Often, managers must implement new strategic plans in order to comply with recent legislation such as the case with the Sarbanes Oxley Act. Managers must plan to determine the goals of the organization and direct the course of actions for the future; planning gives an organization its purpose and objectives.
It is important for all members to set their own personal tasks as well as a group task to ensure that all objectives and goals are met. Importance of Developing Plans to Achieve Organizational Goals There are a couple of main keys to remember when setting and achieving your goals. When planning the first thing that is needed to keep in mind is that planning is based around objectives. When you set objectives for a team you push yourself to focus on the correct topics, which helps from straying onto topics that could hinder your ability to achieve your goals in the allotted time period. It directs all of the activities to your main goal which is a major key to completing a
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.