...OVERVIEW 3 3. PROBLEM IDENTIFICATION 5 4. SOLUTION 6 4.1. Establish Strategic Transformation Programme Office (Step 1) 9 4.1.1. Leadership Responsibilities 9 4.1.2. Authority, Responsibility and Accountability System 10 4.1.3. Reporting Structures and Communications 12 4.1.4. Strategic Transformation and Change Roles and Responsibilities 12 4.2. Strategic Analysis (Step 2) 13 4.2.1. Core Business and Competency 13 4.2.2. Preferred Culture 13 4.2.3. Create a Value System to Promote a Preferred Organisational Culture 13 4.2.4. Create a Vision and Mission of the Future 14 4.2.5. Create a Strategy Map 14 4.3. Strategic Development (Step 3) 15 4.4. Strategy Implementation (Steps 4 & 5) 16 5. RECOMMENDATIONS 17 6. CONCLUSION 17 7. BIBLIOGRAPHY 18 List of Figures Figure 1: Different steps 7 Figure 2: BSPM learning organisation value chain schematic 8 Figure 3: Shared Authority, Responsibility and Accountability 10 Figure 4: Programme structures for portfolios adapted from Steyn and Schmikl (2010: 130 11 Figure 5: Strategic Transformation Project-Portfolio adapted from Steyn et al. (2010: 79) 11 Figure 6: Establish Programme Office adapted from Steyn et al. (2010: 80) 12 Figure 7: Developing Strategic Options adapted from Steyn et al. (2010: 82) 15 List of Tables Table 1: Problems Identified against performance improvement strategies 5 Table 2: Strategic Transformation Programme Management Process 8 Table 3: Differences between Vision and Mission 14 Table...
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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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...assignment that required them to link a significant innovation that an organisation had introduced with strategic change in the organisation. The student failed the assignment. This report will examine the reasons why the student failed by looking at the differences between strategic, tactical and operational planning. The report analyses what causes the strategic changes in an organisation and what qualifies as strategic change. The report also discusses innovation and the different levels of innovation. This report also discusses whether the student was right to classify self-scanner checkout terminals as a significant innovation that could be linked to strategic change in the organisation. Table of Contents Executive Summary 2 1 Introduction 4 1.1 Business Policy 4 1.2 Strategic Change 4 2 Strategic, Tactical and Operational Planning 5 2.1 Statement of the Objective 5 2.2 Differences between Strategic, Tactical and Operational Planning 5 3 Innovation 8 3.1 What is Innovation? 8 3.2 Impact of innovation on growth strategies 10 4 Conclusion 11 Introduction This report will identify reasons the student failed his assignment by looking at the levels of planning and strategic change as well as innovation. The first part of this report discusses in detail the three levels of planning: strategic, tactical and operational planning. The characteristics of each type of planning are given and comparisons...
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...Strategic Leadership In An Organizational Change Process Management Essay 10/12/15 13:51 Strategic Leadership In An Organizational Change Process Management Essay The following essay will critically discuss the role of strategic leadership in an organizational change process using relevant theories and example. The objective of this paper is to come up with a solution of the many challenges that occur in the process of organizational change through implementing proper leadership. Organizational change refers to a situation whereby an organization adopts a new strategy in the way it carries out its activities and management for better or removes a major section or an operational department (McNamara, 2011). Strategic leadership on the other hand refers to the implementation of strategies in the management of workers in any organization. Organizations always go through change, at times gradual and other times drastic throughout their normal life cycle whereby organizational leaders may create change driving forces within the organization. For example, radical changes may take place in an organization leading to structural transformation through which organizations attempt to revitalize business orientations through changing the reporting structure. Other changes, for instance, merger and acquisition, transforming the top management of an organization, reorganization and restructuring of the company may affect the organization culture and processes. Most of these...
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...Harvard Business School 9-496-007 Rev. April 28, 1999 D O Becton Dickinson (E): An Assessment of Strategic Human Resource Management Profiling N Since 1988 when Strategic Human Resource Management (SHRM) profiling was first introduced to Becton Dickinson, it had been implemented in eight line divisions, two staff functions, the diagnostic sector, and at the corporate level. In several divisions a second profile had also been employed. Most of these profiles were conducted by managers in the company's human resource and strategy function. O In 1992 Ray Gilmartin, CEO of Becton Dickinson (BD), wondered whether SHRM profiling was fulfilling its objective of developing an organization capable of implementing and reformulating strategy. Becton Dickinson undertook an assessment of SHRM in cooperation with Professor Michael Beer and Russell Eisenstat of the Harvard Business School. T The evaluation of SHRM focused on 10 units (eight divisions, the diagnostic sector, and the corporate organization) that had undergone at least one SHRM profile. Conclusions were drawn based on the following sources of information: • The experience of management and profilers with all SHRM profiles. • Interviews with top management and members of the employee task force (ETF) in each unit by a research assistant. CO • Questionnaires administered to the Operating Committee (OC), the ETF, and employees interviewed by the ETF in the 10 units. In all, over 1,000 employees received a questionnaire...
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...| STRATEGIC CHANGE MANAGEMENT | FINAL ASSIGNMENT | | Abin | [Pick the date] | | Introduction: Life Insurance Corporation of India established in 1956, is the one and only public sector insurance company in India. There were many small insurance companies and provident societies worked at that time, merged together to form LIC of India. It has got wide and huge network of Insurance agents and distributors which made them popular amongst the most remote areas of India. As it belongs to public sector, it is the most trusted insurance company in India. Since 2001, LIC of India was the monopoly power in Insurance industry on India. In 2001, private insurance companies are allowed to enter the insurance sector in India. But LIC tried to maintain its market leadership through renewing and transforming its strategy. Its huge presence in both urban and rural markets is their major core competency. The products if LIC are very simple and customer friendly, so that even illiterate people could understand the policy through explaining. Its products are mainly concentrating on all the needs and demands of the customers such as, protection, life cover, savings, investments, endowment plans, women plans, child plans, micro- insurance plans etc. The major subsidiaries are LIC housing finance, LIC Nepal, LIC Lanka, LIC International, BSC etc. (www.myinsuranceclub.com). The intervention of more than 20 private insurance companies such as Bajaj Allianz, ICICI Prudential, HDFC...
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...PES INSTITUTE OF TECHNOLOGY PERSONNEL QUALITY MANAGEMENT Term Paper DEEPAK.M.S (1PI11MBA47) 4/23/2012 CONTENTS 1) Introduction -------------------------------------------3 2) Objectives pertaining --------------------------------4,5 3) Sources of data collection ---------------------------6 4) Review of literature ----------------------------------7 5) Findings ------------------------------------------------8 6) Conclusion ---------------------------------------------9,10 7) Recommendations -----------------------------------11 PERSONNEL QUALITY MANAGEMENT Introduction: A precursor to present day human resource management, personnel administration and personnel management were popular terms that emerged in the late 1960’s and 1970’s. Personnel people need to wear many hats while managing the show. They have to translate the corporate philosophy into concrete action plans without ignoring employee interest and concerns. paper qualifications do not mean much in such a scenario. To get ahead, the personnel man needs qualities of head and hear in equal measure Personnel Management is concerned with people at work and their relationships with each other. It may be defined as a set of programs, functions and activities designed to maximize...
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...UNIVERSITY OF BOTSWANA DEPARTMENT OF POLITICAL & ADMINISTRATIVE STUDIES MPA 713 – STRATEGIC PLANNING & MANAGEMENT IN THE PUBLIC SECTOR TERM PAPER Discuss the relationship between strategic planning and strategic management as well as indicate the importance of the latter in the attainment of organizational goals. KEALEBOGA R. MOOKETSI 200301911 Introduction This paper intends to discuss the relationship between strategic planning and strategic management as well to indicate the importance of the latter in the attainment of organizational goals. . In order to lay a proper foundation for the essay, it is important to start by looking at the concept of strategy and linking it to planning and management. Defining Strategy A strategy is a plan of action designed to achieve a specific goal. Strategy is all about gaining (or being prepared to gain) an advantage over adversaries or best exploiting emerging possibilities. According to Jeffrey Pfeffer (1997:4), a strategy is a method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem. It can also be defined as the art and science of planning and marshaling resources for their most efficient and effective use. Kvint, Vladimir (2009, pg. 67), defines strategy as “a pattern in a stream of decisions" to contrast with a view of strategy as planning’’ while Max McKeown (2011, pg. 342) argues that "strategy is about shaping the future" and is the human attempt to get to "desirable...
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...QCF LEVEL 7 EXTENDED DIPLOMA IN STRATEGIC MANAGEMENT & LEADERSHIP STRATEGIC CHANGE MANAGEMENT ASSIGNMENT UNIT: STUDENT NAME : COLLEGE ID : TUTOR : SUBMISSION DATE : WORD COUNT : TABLE OF CONTENTS Introduction …………………………………………………………………………… 03 LO1. Understand the background to organizational strategic change 1.1 Discuss a minimum of three established models of strategic change, highlighting the differences in approach. 1.2 Evaluate the relevance of models of strategic change, and using examples from organizations, Explain why the models for change are appropriate in their selected examples. 1.3 Assess the value of using strategic intervention techniques that are used in organizations. LO2. Understand issues relating to strategic change in an organization 2.1 Examine the need for strategic change in an organization. 2.2 Show an understanding of the forces that are impacting on an organization and driving the need for Change. 2.3 Assess the resource implications of the organization not responding to strategic change. It is Expected that learners will assess the relevant financial, human and physical resources. LO3. Be able to lead stakeholders in developing a strategy for change 3.1 Develop systems to involve stakeholders in the planning of change. The systems need to be Appropriate...
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...Churchill Tableware A. INTRODUCTION The terms business policy, strategy, strategic management and corporate strategy tend to be used interchangeably by many management writers, although some attempt to derive distinctions between them. In many ways this reflects the nature of the subject as a relatively new academic discipline - where definitions and interpretations are still evolving. Never the less, there is an increasing recognition that, whatever name is used, its practice is a critical part of the management of most organizations. By introducing a number of definitions and frameworks for strategy, the aim is to establish a broad appreciation of the strategic management process, recognizing in passing some of the debates that continue within the subject. Such an appreciation can then provide a solid foundation for understanding how the tools and techniques of strategic analysis, covered in the rest of this module, can contribute to the strategic management process. Your Objectives After this session and once you have read the relevant articles & extracts, YOU WILL BE ABLE TO: • Outline a number of definitions and frameworks which describe the main elements of strategy. • Recognize some of the key debates and issues within strategic management. • Understand the context in which the tools and techniques of strategic analysis can contribute to the strategic management process. B. WHAT IS STRATEGY The search for a single definition of strategy...
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...formal planning for a variety of reasons. Some introduced it because their top managements felt that it would help them long term objectives; some introduced it because of a fad, not wanting to be behind by others, and some others because were directed to do so. Many public sector enterprises adopted corporate planning because they were to do so by the Bureau of public Enterprises, the governmental body that regulates all public enterprises. Despite the facts that are now quite a few firms which have introduced corporate planning, such firms still constitute a small minority. On the academic side, research in India on strategic planning has not taken off. There are very few studies on corporate planning practices in India firms. Of late some leading Indian management education institutions have begun to offer short duration executives development programmes on corporate planning. A quick examination of the teaching materials used in these programmes clearly shows a predominance of materials originally developed in the United States. This is not surprising because strategic planning at the enterprise level had its genesis there. Strategic planning or corporate planning is a management process which enable a firm's management to explore the future impact of change and make current decisions to move towards the envisioned future. The Western economies, characterized by a rapid rate of change and fierce competition became an ideal home for the development of the concept...
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...Strategic Management Applied Management for Public Health and Health Care Organizations Darcey Terris, Ph.D. HUMAN RESOURCE MANAGEMENT LEADERSHIP & CHANGE MANAGEMENT INFORMATION SYSTEMS & FINANCIAL MANAGEMENT PERFORMANCE & QUALITY IMPROVEMENT PROGRAM EVALUATION Applied Management in Public Health and Health Care Organizations MODERN MANAGEMENT APPROACHES TO CREATE VALUE MARKETING STRATEGIC MANAGEMENT Organizations will always end up somewhere…. “Cheshire Puss, …would you tell me, please, which way I ought to go from here?” “That depends a good deal on where you want to get to,” said the Cat. “I don’t much care where ----”said Alice. “Then it doesn’t matter much which way you go,” said the Cat. “---So long as I get somewhere,” Alice added as an explanation. “Oh, you’re sure to do that,” said the Cat. Lewis Carroll, Alice’s Adventures in Wonderland Strategic Management “Planning amid the chaos” • Assessment • Visioning and strategic thinking • Hands-on, nitty-gritty planning Strategic Planning vs. Strategic Thinking Strategic Planning • Programming • Analysis • Rearranging categories • Calculating Strategic Thinking • New visions • Synthesis • Inventing new categories • Committing = Strategic Management Strategic Management Process • Situational Analysis ü Mission, vision, values, and objectives ü Situation Assessment ü External/Internal Environment • Strategy Formulation • Strategy Implementation • Strategy Evaluation...
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...Introduction for fast track couriers It is the end of the 2011 financial year and they are an external change management consultant employee by fast track couriers. They want to change management for approval. Management has identified the following high priority change requirements. 1. increasing market share —to expand business in the metropolitan area so that small to medium package deliveries market share increases by 7.5% 2. expanding product offering—todevelop an integrated approach to distribution management utilizing technology such as PDA devices and GPS 3. Improving employee engagement — to develop and maintain a cohesive and well-motivated workforce. Strategic goals are supported by the following operational and human resources goals. Operational plan goals * Testing of the distribution management system is to cease and allow implementation within the first quarter of the 2012 financial year. * The truck fleet will need to be expanded by 8 trucks within the 2012 financial year. * Human resources goals: To incorporate a Human Resources function to facilitate the changes in workforce management in the first quarter of the 2012 financial year. Introduce professional development and training to achieve organisational goals and promote understanding of organisation’s strategic goals in the first quarter of the 2012 financial year. Eliminate industrial relations problems in the 2012...
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...Advanced Program Management Contents 1.0 Executive Summary 4 2.0 Organization’s Strategic Plan 5 3.0 Organization’s Strategic Capacity Plan 6 3.1 Defend the Core 6 3.2 Expansion of Sales and Products 6 3.3 Balance the Portfolio 6 4.0 Portfolio Management Process 7 4.1 Portfolio Strategic Plan 7 4.2 Portfolio Charter 7 4.3 Portfolio Management Plan 7 4.4 Portfolio Roadmap 8 4.5 Portfolio 9 5.0 Project Selection Criteria 9 5.1 Project Definition 9 5.1.1 Project Categorization 9 5.1.2 Project Prioritization 9 5.1.3 Weighted Scoring Method 10 5.2 Project Acceptance 11 5.2.1 Business Criteria 11 5.2.2 Logistical Criteria 11 6.0 Program Management Plan 11 6.1 Setup of Program Management Office (PMO) 11 6.1.1 Responsibilities: 11 6.2 Phase Gate Review Team 12 7.0 Plan to Identify/Resolve Triple Constraints Conflicts 12 8.0 Change Management Plan 14 8.1 Controlling Scope Change 14 8.2 Change Control Process 15 9.0 Resource Utilization Plan 16 9.1 Network Diagram 16 9.1.1 Utilization 16 9.1.2 Background Activities 16 9.1.3 Single-Tasking and Mulit-Tasking 16 9.1.4 Cross-Training 17 9.1.5 Identify Time-Critical Activities 17 9.1.6 Schedule Based on Deliverables 17 9.2 Requirements Plan 17 10.0 Works Cited 19 1.0 Executive Summary The primary purpose and goal of this report is to explain in detail the Portfolio Management Plan for Tektronix. This document will explain the organization’s overall strategic plan along with...
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...INTRODUCTION TO STRATEGIC MANAGENT 1.0 Introduction This chapter introduces the concept of strategic management and provides an overview of strategic management. This chapter is divided into six sections. The first section explains the evolution of the strategic management concept. This is followed by the second section on definition of strategic management. The third section describes the context in which strategic management takes place. This is followed by the fourth section which covers the scope of strategic management. The fifth section shows some of the benefits of strategic management for organizations. Finally the sixth section describes the process of strategic management. Upon the completion of this chapter you should be able to: 1. understand the concept of strategic management 2. know the brief history of the strategic management concept 3. understand the definition of strategic management 4. know the context in which strategic management occurs 5. comprehend the scope of strategic management 6. describe the benefit of strategic management 7. know the strategic management process 1.1 Introduction to the Strategic Management Concept Strategic management is a concept that originated from the military field. The concept of strategic management was first applied in ancient battles. The period around 500 B.C. saw numerous battles that took place Greece and China. The early written record on strategic management can be traced back during this warring...
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