STRATEGIC PLANNING
A vision or state that an organization aspires. It emphasizes the dream of where the association will be at a specific time, usually in three or more years. The values governing the operation of the business and its conduct or relationships with society at large, customers, suppliers, employees, the local community and other stakeholders is the first step in developing a strategic plan.
The next step is to set goals that the organization must achieve. Goals are general statements about what the organization should accomplish to meet its mission and to address major issues facing the organization. The goals should be set for three or five years as well. After setting its goals, the organization should identify specific strategies that must be implemented to reach each goal. Small organizations usually do not identify strategies.
After deciding on the strategies, organizations should draft action plans to implement each of them. These are the specific activities that each major department must undertake to ensure the achievement of goals.
Issue-based plans are most often prepared and implemented by organizations with limited resources and existing major issues. To prepare such an inspiration a company ought to initial draft an inventory of major problems then brainstorm concepts for each of them. Usually these plans are short-term, for nine or 12 months.
Organization and management sciences today are focusing their attention on naturalistic approaches to development. One of the most prominent approaches is called "self-organizing" systems or organic models of strategic planning. These are systems that develop primarily in step with bound values, instead of in step with specific procedures.
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