STRATEGIC PLANNING

• 

STRATEGIC PLANNING

What is Mission, Vision & Strategy?

What is strategy and strategic planning?

What is SWOT?

Mission

The core purpose of our organization – its express why the organization exists!

Vision

A concrete word of what the organization intends ultimately to become by some defined future time, so as to provide a basis for formulating strategies and objectives

Strategy

•  Is the determination of the basic long-term goals and objectives of an enterprise and adoption of courses of action and allocation of resources for carrying out these goals?
•  “Strategos” - referred to a military commander during the age of Athenian Democracy
• It is an umbrella plan encompassing a number of smaller plans for some objective.
•  A strategy is an overall approach, based on an understanding of the broader context in which you function, your strength and weaknesses, and the problem you attempting to address
•  A strategy gives you a framework within which to work, clarifies what you are trying to achieve and the approach you intend to use.
• It does not spell out specific activities.
• Strategies are the key elements of change that need to be addressed to drive the organization towards its vision.

Characteristics of a Strategy

•  A means to the ends of an organization.
• It requires careful monitoring and analysis of changes in the organization’s external   environment
•  It takes into account the relationship between the external forces and internal      resources.
•  It involves the determination of the long-term mission and objectives of the    organization and prescribes the courses of action needed to achieve competitive    advantage.

What is Strategic Planning?

• ·         A process of determining organization’s long-term goals and identifying the best approach for achieving those goals.
• ·         It is the overall planning that facilitates the good management of a process
• ·         It provides you with the big picture of what you are doing and where you are going.
• ·         It gives clarity of what you actually want to achieve and how to achieve it.

  

STRATEGIC PLANNING answers the questions of:

• ·         Who are we?
• ·         What capacity do we have and can we do?
• ·         What problems are we addressing?
• ·         What difference do we want to make?
• ·         Which critical issues must we respond to?
• ·         Where should we allocate our resources?
• ·         Then,
• ·         What should our immediate objective be?
• ·         How should organize ourselves to achieve it?
• ·         Who will do what and when?

Planning for Strategic Planning

• ·         When do you need to do a SP process?
• ·         How often do you need to do a SP process?
• ·         At what point in an organization or project cycle do you need to do a SP process?
• ·         How long should a SP process be?

SWOT

• ·       A generation of the strengths, weaknesses, opportunities, and threats in relation to a particular objective.
• ·    To develop suitable strategies and tactics
• ·     A basis for assessing core capabilities and competences
• ·     The evidence for, and cultural key to, change
• ·     A stimulus to participation in a group experience
•         Consider resources and capabilities:

                - Internal: strengths weaknesses

                - External: threats and opportunities

STATISTIC FLAWCHART

ORGANIZATIONAL STRESS

Persoalan, mengapa masih ada pekerja lemah prestasi dan tidak bermotivasi? Kenapa masih ada pekerja yang stress walaupun pekerjaan itu pilihannya sendiri. Atau bagaimana cara untuk terus mengekalkan pekerja di dalam organisasi. Mungkin kita boleh melihat faktor-faktor yang menunjukkan pekerja bekerja di bawah tekanan.

   

common sources	Suggested Causes
Job mismatch	Pekerja tidak mempunyai kemahiran dan kebolehan dalam pekerjaannya (job incomplete); Pekerja tidak diberi peluang untuk menggunakan sepenuhnya kemahiran dan kebolehan (underutilization)
Conflicting expectations	Jangkaan kelakuan organisasi format dan tidak formal bertentangan dengan jangkaan pekerja (expected behaviour) The individual employee’s is affected by two (or more) strong influence.
Role ambiguity	Pekerja  tidak jelas tentang bagaimana untuk melaksanakan kerja Pekerja  tidak jelas mengenai apa yang diharapkan di tempat kerja Pekerja tidak jelas tentang bagaimana hubungan antara prestasi kerja dan akibat jangkaan (ganjaran, hukuman dan sebagainya)
Role overload	Pekerja tidak cekap di tempat kerja (incompetent) Pekerja bekerja dibawah tekanan dan masa kerja diminta k melakukan lebih daripada masa (tekanan masa)(time pressure)
Fear / responsibility	Pekerja takut prestasi yang rendah atau gagal Pekerja merasakan tekanan untuk pencapaian yang tinggi (high achievement)
Alienation	Terdapat interaksi sosial yang terhad. Pekerja juga tidak mengambil bahagian dalam membuat keputusan
Working / conditions	Persekitaran kerja adalah tidak menyenangkan antaranya cahaya lampu yang tidak mencukupi (inadequate lighting)  The requirements of the job may unnecessary produce pacing problems, social isolation, and so forth. The machine design and maintenance procedures create pressure Waktu kerja yang panjang atau tidak menentu
Working relationship	Pekerja mempunyai masalah yang dengan, pegawai atasan, rakan, atau orang bawahan. Pekerja mempunyai masalah bekerja dalam kumpulan.