...1.0 Introduction Planning plays a vital role for any organisation to function effectively. According to C. W. Rooney (2000, as cited in Ahmad, Ramli, Nalimi, Aziz & Raghavan, 2011), planning in an organisation serves two purposes; to protect the organisation and to increase the favourable levels of an organisation. This means that when planning is carried out, the manager is able to forecast the effects from each of the suggestions or alternative actions that will be implemented. It also involves the How, Why, When and Who method. Determining objectives and identifying methods to achieve the said objectives, defines planning (Ahmad et al., 2011). According to Williams (2001, as cited in Ahmad et al., 2011), effective planning constitutes five main processes which are determining the objectives that are needed to be achieved, building individual commitment towards achieving the objectives, forming action plans, monitoring progress as well as maintaining flexibility. Planning is divided into three types which are based on format, hierarchy, and frequency of use. Format based planning includes descriptive, budget and graphics. On the other hand, strategic, tactical and operational plans are plans are based on hierarchy. One time-usage and standing plan are categorised by the frequency of use. Organisational Hierarchy Planning is divided into three types; which is the Strategic Plan, the Tactical Plan, and the Operational Plan. Strategic plans are often carried...
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...Al Khattab, Adel and Anchor, J.R The Use of Strategic Planning Tools and Techniques by Hotels in Jordan Original Citation Aldehayyat, Jehad S., Al Khattab, Adel and Anchor, J.R (2010) The Use of Strategic Planning Tools and Techniques by Hotels in Jordan. Working Paper. Emerging Markets Research Group University of Huddersfield, Huddersfield, UK. (Unpublished) This version is available at http://eprints.hud.ac.uk/7507/ The University Repository is a digital collection of the research output of the University, available on Open Access. Copyright and Moral Rights for the items on this site are retained by the individual author and/or other copyright owners. Users may access full items free of charge; copies of full text items generally can be reproduced, displayed or performed and given to third parties in any format or medium for personal research or study, educational or not-for-profit purposes without prior permission or charge, provided: • • • The authors, title and full bibliographic details is credited in any copy; A hyperlink and/or URL is included for the original metadata page; and The content is not changed in any way. For more information, including our policy and submission procedure, please contact the Repository Team at: E.mailbox@hud.ac.uk. http://eprints.hud.ac.uk/ The Use of Strategic Planning Tools and Techniques by Hotels in Jordan ABSTRACT Purpose This paper aims to understand the use of strategic planning tools and techniques and the nature of its...
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...BANGALORE MANAGEMENT ACADEMY MBA (International) COURSE CURRICULLUM - TERM II 1. Module Title: Production and Operations Management 2. Module Description: The module employs a systems approach to examine the production and information systems of organisations, with a focus on the integration of transformation activities of firms to produce goods and services and the information systems that link these processes. Throughout the module the use of information technology to carry out these functions and improve operations will be emphasised. This module is also intended to be a survey of the operating practices and procedures found in both manufacturing and service delivery firms. It will focus on those business processes and procedures used to transform various inputs into finished goods and services. The value added aspects of Operations Management such as purchasing, material requirements planning, inventory control and project management are also covered. 3. Learning Outcomes: Upon successful completion of the module the students will be able to: describe how organisations can reduce waste and improve quality. explain the impact and importance of the customer-supplier-competitor relationship within business operations. apply quantitative tools and techniques for planning, predicting, measuring and monitoring operations. base strategic decisions on information derived from these tools and techniques. understand the relationship between operations...
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...your Strategic Plan Implementation framework The following shows from the management or committee (in a volunteer club) perspective the key elements that will need to address to make the transition from the development of strategic plans and strategies to implementation. [pic] The organisation may wish to include an implementation framework as part of their planning documents to assist with implementation. This could be expressed in table form as outlined below: |Implementation framework | |Element |Example activity | |Governance |Ensuring that board reporting links to the strategic direction of the organisation | |Communication |Distribution of the various planning documents to the appropriate key stakeholders | |Resource allocation |Re-alignment of staffing structures and budgets against the plan | |Key stakeholders |Ensuring that member associations such as states adopt and sign-off on the plans | |Ethics and values |Managing the conflicts of interest that may arise within the organisation | |Risk management ...
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...how the ideas from any two functions of management can be used by managers to ensure innovative values and practices occur in their organization. TABLE OF CONTENTS Executive Summary …………………………………………………………… iii Introduction …………………………………………………………… 1 Purpose …………………………………………………………… 1 Scope …………………………………………………………… 1 Methodology …………………………………………………………… 1 Assumptions …………………………………………………………… 1 Limitations …………………………………………………………… 1 Background …………………………………………………………… 1 Plan …………………………………………………………… 1 Discussion …………………………………………………………… 2 Planning …………………………………………………………… 2 Organisational Goals ……………………….. 2 Strategic Planning ……………………….. 2 Leading …………………………………………………………… 3 Transformational Leadership .………………………. 4 Conclusion …………………………………………………………… 4 Recommendations …………………………………………………………… 5 References …………………………………………………………… 6 1. Executive Summary The purpose of this report is to advise Company X’s Chief Operating Officer (COO) how the effective use of the planning and leading functions can be utilised to ensure innovative values and practices are occurring within the organisation. The report was commissioned by the COO following the acquisition of a new business that lacked formalised planning and consequently the sales and profitability of the business had been in a decline over the past three years. In Item 3 the report examines innovative values and practices in the context of the planning and leading functions, and specifically...
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...Thinking... The conceptual background to strategy, marketing and planning Stephen Cashman, February 2003 This online background paper provides a review of some of the definitions, theories and concepts underpinning strategy. As such it is intended to introduce the key concepts involved, or to form an overall reminder of the various issues relating to these areas. 1. What is strategy about and why is it so important? ‘Every company needs a strategy – either explicit or implicit.’ Costas Markides (1995) ‘An effective strategic management process has become the essential norm for businesses.’ Richard Hanscombe and Philip Norman (1993) ‘Effective strategic management is the ultimate aim of all managers.’ Financial Times, 1997 ‘The survival, growth and prosperity of any organisation depends on the quality and viability of the strategy the organisation is pursuing.’ Andrew Kakabadse, Ron Ludlow and Susan Vinicombe (1988) Indeed, such is the importance attached to the subject of strategy that one commentator on the subject, Richard Whittington (1993), reports that ‘there are thirty-seven books in print with the title Strategic Management’. Similarly a leading strategy thinker, Henry Mintzberg, and his colleagues (1998) note that ‘The literature of strategic management is vast – the number of items we reviewed over the years numbers close to 2,000 – and it grows larger every day.’ However, despite the importance given to them, thinking, writing and talking about ‘strategy’-related...
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...and models, which provide useful information to support strategic decision-making, planning and control. In response to these needs, there have been many important developments, in both management accounting research and practice that focus on the use of accounting data and related information regarding strategy and operations for these purposes. One of the most important developments in strategic planning and control have been: the balanced scorecard, a comprehensive set of performance measures designed to assist managers in implementing competitive strategies and monitoring performance with respect to them (Kaplan and Norton 2000). Kaplan and Norton describe the innovation of the balanced scorecard as follows: "The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation." Perspectives The balanced scorecard suggests that we view the organization from four perspectives, and to develop metrics, collect data and analyze it relative to each of these perspectives: Financial Perspective : “To succeed financially, how should we appear...
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...Introduction Louw and Venter (2010:20) explain that strategic management is concerned with the overall effectiveness and choice of direction in a dynamic, complex and ambiguous environment. The success of an organisation is mainly determined by the effectiveness and efficiency of its management. In the words of Peter Drucker, efficiency is concerned with ‘doing things right’, while effectiveness is concerned with ‘doing the right thing’. Strategic management is the deliberate effort to allocate resource and get above average returns through competitive advantage so that in the long run the organisation can generate wealth maximization for its stakeholders. There are a number of advantages of strategic management as stated by Pearce and Robinson (2009:10), it helps reduce resistance to change therefore getting buy in from all stakeholders is critically important. It also results in better decisions because it facilitates group interaction. Group based strategic decisions generate a variety of specialized input which involves all the different areas in the organisation and an in depth range of alternatives and makes it more likely that the best solutions will be chosen. Strategic management enhances the organisation’s ability to prevent problems. It creates a framework through which managers can encourage their staff to focus on planning, monitoring and evaluating the success of these plans. There are also disadvantages of strategic management as Pearce and Robinson (2009:10) identified...
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...title Unit 3: Strategic Change Management Qualification BTEC – LEVEL 7 – Extended Diploma in Strategic Management & Leadership Start date 7th September 2015 End Date 28th September 2015 Assessor Pierre Arman Assignment Due Date Assignment title 25th Oct 2015 Understanding the need for and aspects of Strategic Change Management The purpose of this assignment is to provide learners with understanding and skills to assess the need for strategic change in organizations and how to empower them to take engagement actively in the process of strategic change management. Scenario It is the realities of today, change is imperative for a healthy and sustainable success of today’s organizations. To this end, every organization undergoes a change process so as to compete with the changing market circumstances. You are required to identify the need for change in any department or area in your chosen organization and you have to state why there is a need for change and how will you plan and implement it effectively. Task 1 Understand the background to organisational strategic change 1.1 Discuss models of strategic change and their differences (AC 1.1). 1.2 Evaluate the relevance of models of strategic change to your chosen organisations in the current Economy (as of the current situation which is the best suitable model) (AC 1.2). 1.3 Assess the value of using strategic intervention techniques in your chosen organisations (AC 1.3). Task...
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...STRATEGIC LEADERSHIP Managers provide leadership to an organisation. Organisational leaders influence the behaviour of subordinates so that they willingly and enthusiastically work towards the achievement of organisational objectives. Strategic leaders manage the strategic management process that is designed to help the organisation achieve its objectives. Strategic leadership is the ability to lead an organisation towards the achievement of its objectives. The tasks involved in exercising strategic leadership are typically to anticipate, envision, maintain flexibility and empower others to create strategic change as and when necessary. Strategic leaders are the lynchpin in the strategic management process. Among the strategic leaders, we have managers operating at different levels of an organisation: corporate-level, business-level, functional-level and operational-level. • Corporate-level managers include the chief executive officer (CEO), senior executives and the corporate staff. The corporate-level managers manage the strategic management process for the whole organisation. These managers may carry designations such as CEO, managing director, executive director or president. • Business-level managers are the strategic leaders at the business, division or SBU levels. These managers manage the strategic management process at the business-level. These may carry designations such as the general manager or vice-president. • Functional-level managers are the strategic leaders...
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...MBA 685 Corporate Strategy Strategic thinking What is strategic thinking? The term ‘strategic’ has become a much over-used word in business today. You may have observed that the term is increasingly attached to people’s job titles and is used to dignify roles and elevate the status of projects that might otherwise not be regarded as sufficiently important. The dilution of the term strategic is unfortunate because one of the key functions of general managers in all organisations is to engage in strategic thinking. Strategy has a long heritage. The word ‘strategy’ comes from the Greek word for generalship. This betrays the origins of strategy, which lie in the military. Indeed, long before companies were said to have strategies, strategy was a well-developed art within the military sphere. The first writer on strategy is generally held to be the Chinese philosopher, Sun Tzu, whose most popular work, The Art of War, is widely read to this day (Sun Tzu, 2005). In Sun Tzu’s view, the art of generalship was about outmanoeuvring your opponent, convincing them that you were strong in places where you were weak and, conversely, that you were weak in places where you were strong. It was about luring the opposition into a position of weakness before battle was engaged, so that even if you possessed weaker forces, you could overcome the enemy through guile and cunning. Military writers often make a distinction between strategic decisions and tactical decision-making...
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...Office Manager 3 Financial Planning and Budgetary Control 4 Effective Delegation 5 Leadership Models 6 Bibliography 7 Levels of Decision making Strategic and operational decisions differ in structure, time scale and risk. They also differ in the way they relate to objectives, strategic is in the way of forming the objectives, whereas operational offers the way of achieving the objectives. Strategic Strategic decisions are made by top management; they normally take into consideration the organisations long term goals and tend to cover a larger time scale (5years or more). Strategic decisions cover a broader area and are not very specific in details. They are a higher risk, mainly in relation to the financial side. In short, it is deciding upon the courses of action the organisation should follow to achieve its goals. Classic Interiors could make a strategic decision to invest in more staff, specifically qualified interior designers; as the products they organisation offers mainly requires face to face services sometimes for long periods of time. The popularity of the organisation is increasing at a high rate and if they cannot continue to meet the demand rate of their clients the company will not be fully benefiting from the financial gain. This is a high risk decision as it will involve investing money and time into the right recruitment and training process, then continuous outgoing money for new salaries. There is no guarantee that the organisation is going to continue...
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...Organisational culture is defined as the shared values and beliefs that interact with an organisations’s structure and control systems to produce behavioural norms (Uttal 1983). Strategic management consists of the analysis, decisions, and actions an organistion undertakes to sustain a competitive advantage (Gregory 2005) . Scholars, such as a Drucker, argue that “culture eats strategy for breakfast”, meaning organisational culture is far more significant and influential compared to strategic management. No matter how brilliant your strategy is, it won’t be accomplished if it is not supported by your ogranisation’s culture. However, some scholars argue that due to the intermittent challenges facing organisations in the contemporary business enivornment, culture can often be influenced by strategy. An organisation’s culture is extremely influential to business success. The organisation’s values and beliefs affect marketing, productivity and customer interaction. A strong organisational culture is achieved through the use of language, rituals and symbols to communicate key values throughout the organisation. A weak organisational culture exists when core values are not clearly defined, not clearly communicated or not widely accepted within the organisation. This can lead to inconsistant customer experiences and a unfavourable business reputation. (1) presents a strong organisational culture as a competitive advantage, “ A strong culture helps you attract and keep top talent,...
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...New Zealand Diploma in Business Organisation and Management 530 Assignment 1 Semester Four 2011 Due date: 30 Sep 2011 ID numbers: 700884, 700770, 701101. Names: Hyangrim Song, Kwangwon Lee, Wooram Choi Lecture’s name: Jimmy. ‘A Report on Guinness Peat Group Plc’ Submitted in partial fulfilment of the requirement of the OM530 course Hyangrim Song Kwangwon Lee Wooram Choi 30/09/2011 Summary 1. Introduction……………….page 4. 2. Findings…………………...page 5 to 11. 3. Conclusion………………...page 12. 4. Recommendations ………..page 12. 5. Reference………………….page 13. The objectives of this report are to how much we understand that big company’s activities, analysis organisations, and accomplishment of the goals. This report examines Guinness Peat Group plc (GPG)’s activities such as planning for organisation, controlling, structure, and delegation etc. Guinness Peat Group (GPG) is an investment holding company that focuses on various sectors including financial services, textiles, food processing, motor vehicle distribution, building services, property development, and food and produce distribution. About half of its holdings are in Australia and New Zealand, with the rest in Asia, Europe, and the US. Portfolio companies include UK-based thread manufacturer Coats Holdings, New Zealand produce wholesaler Turners & Growers, and residential property developer CIC Australia. In the end of 2010, total number of employees was 23,386, revenue was $2,089...
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...Dept of Marketing and Communication Management Faculty of Economic and Management Sciences University of Pretoria SOUTH AFRICA 0002 (27 12) 420-4040 w (27 12) 362-5085 fax bsteyn@hakuna.up.ac.za TABLE OF CONTENTS 1. 2. 2.1 2.2 2.3 2.4 INTRODUCTION DEFINITION OF TERMS CORPORATE COMMUNICATION PUBLIC RELATIONS STRATEGY STAKEHOLDERS AND PUBLICS 1 1 1 1 2 2 3. APPROACHES TO THE ROLE OF BUSINESS IN SOCIETY AS A METATHEORETICAL FRAMEWORK 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 THE SHAREHOLDER APPROACH THE SOCIAL RESPONSIBILITY/ETHICAL APPROACH THE CORPORATE SOCIAL RESPONSIVENESS APPROACH THE CORPORATE SOCIAL PERFORMANCE APPROACH THE STAKEHOLDER APPROACH THE ISSUES APPROACH THE ‘CORPORATE COMMUNITY’ APPROACH CONCLUSION 2 2 2 3 3 3 4 5 6 4. STRATEGIC MANAGEMENT AS A THEORETICAL FRAMEWORK 6 6 8 8 8 9 9 10 11 11 11 11 11 11 12 12 12 12 13 13 13 14 14 14 14 15 4.1 STRATEGY AS THE MAJOR CONCEPT 4.2 THE CONTEXT OF STRATEGIC MANAGEMENT 4.3 THE LEVELS OF STRATEGIC MANAGEMENT 4.3.1 Enterprise strategy 4.3.2 Corporate strategy 4.3.3 Business-unit strategy 4.3.4 Functional strategy 4.3.5 Operational strategy 4.3.6 Conclusion 4.4 THE PROCESS OF STRATEGIC MANAGEMENT 4.4.1 Environmental analysis 4.4.2 Goal formulation 4.4.3 Strategic thinking and strategy formulation 4.4.4 Strategic planning, implementation and control 4.4.5 Conclusion 4.5 THE STRATEGIC MANAGEMENT OF STAKEHOLDERS 4.5.1 Stakeholder analysis 4.5.2 Stakeholder management 4.5.3 A lack of stakeholder strategy...
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