3<\/p>\n
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Strategic Planning Final Paper<\/p>\n
Artifact 1<\/p>\n
MGMT414: Strategic Planning<\/p>\n
February 27, 2022<\/p>\n
Strategic Planning Final Paper<\/p>\n
The strategic planning process was designed to help the organizations to develop ways to respond to situations in the business environment (George et al., 2019). According to Bryson, strategic planning is designed to facilitate managerial decision-making (Bryson, 2021). It guides the organization on what it is supposed to do when to perform those activities and how it will achieve the goals developed. Thus, strategic planning is a process designed to help the management determine what the organization is doing and achieve its objectives and goals. Therefore, strategic planning is achieved through ten processes, including:<\/p>\n
Initiate and Agree on a Strategic Planning Process<\/p>\n
The first step of strategic planning is the imitation of the planning efforts in the organization (George et al., 2019). The initiation stage can be done by holding board meetings with staff, organizational retreats, or a special meeting (Cothran & Clouser, 2006). The management communicates and informs the employees and all internal stakeholders to develop a strategic plan. Thus, management negotiates with the employees to have a new strategic plan in the organization (El Naggar, 2017). Issues include the costs and associated resources required to facilitate strategic planning. The employee must agree with the management on developing a strategic plan to promote its success. The employee must agree on the need to have strategic planning to ensure that they provide their support throughout the planning process (Bryson, 2021). Thus, the management explains what strategic planning is and how it will be done. After the employee has agreed to the plan, the management assesses the internal stakeholders to ascertain the need to change its mission statement, vision, goals, and values.<\/p>\n
Identify Organizational Mandates<\/p>\n
At this stage, the management identifies what the organization must and must not do in carrying out business operations. The stage involves the identification of both formal and informal mandates\u00a0(El Naggar, 2017). Also, the management identifies restrictions imposed in the organization governing business operations, such as financial resources, legal limits, and laws and regulations governing business operations (Bryson, 2021). According to the policies, laws, regulations, codes of conduct, and bylaws (El Naggar, 2017). Informal mandates include organizational culture, system, values, and stakeholder expectations(Boyden & Waldman, 2012). Therefore, clarifying the mandates help the stakeholder to agree on the purpose of the organization. Also, clarification of the mandate is undertaken because sometimes, the stakeholders might think they are not allowed to do something in the organization, yet it is stated in the mandates. The failure of the management to identify the mandates would prevent the organization from knowing what they are and not allowed to do in the long run.<\/p>\n
Clarify Organizational Mission, Vision, and Values<\/p>\n
The third stage of the strategic planning process is to clarify the organization’s mission, vision, and values. The management identifies and establishes a mission statement and defines the values facilitating its business operations (El Naggar, 2017). The mission statement justifies the existence of the organization. Thus, the management must define the mission statement, its goals, and the outcomes the organization seeks to achieve in the future. Also, the management determines what the organization stands for and the customers that it serves.<\/p>\n
Moreover, the management can also identify the political, economic, and social aspects affecting the organization and its central values (Cothran & Clouser, 2006). However, the mission statement is designed following the completion of stakeholder analysis. It is necessary to perform stakeholder analysis to identify their needs and roles in the organization to facilitate the mission statement development. Therefore, clarifying the mission enables the stakeholders to have a common purpose. <\/p>\n
Assess the External and Internal Environments to Identify Strengths, Weaknesses, Opportunities, and Threats<\/p>\n
Assessing the organizational environment facilitates understanding how it relates to the various aspects of the environment. It involves conducting a swot analysis of the environment (El Naggar, 2017). First, the organization analyzes the internal environment to ascertain the internal weaknesses and strengths. To assess the internal environment, the management assesses the organization’s performance, including its financial and human resources, strategies, and outcomes (Cothran & Clouser, 2006). Also, the organization evaluates its critical stakeholders in the internal environment and their roles in the organization.<\/p>\n
Moreover, the organization reviews its values, processes, and operating principles. Secondly, the management assesses the organization’s opportunities and threats\u00a0(Bryson, 2021). The management examines the forces, trends, and technologies influencing the organization’s operations (El Naggar, 2017). It involves evaluating the political, economic, and social movements and the constantly changing dynamics and their impacts on the organization. Also, the organization assesses the actual and potential competitors and partners in the environment in which it operates. Therefore, evaluating the internal and external environment helps the organization identify its threats’ opportunities, weaknesses, and strengths.<\/p>\n
Identify the Strategic Issues Facing the Organization<\/p>\n
At this stage, the management identifies the key issues and choices that should be addressed during strategic planning (El Naggar, 2017). Strategic issues involve the fundamental policies influencing the organization. It affects the mandates, employees, products, mission, vision, and values of the organization (Cothran & Clouser, 2006). It also includes setting priorities to be met in the organization to facilitate effectiveness. According to Bryson, it is crucial to identify the critical strategic issues that make the strategic planning process necessary (El Naggar, 2017). The management also recognizes the vital choices to consider. These strategic issues can be identified by assessing the environment with the stakeholders identifying the specific issues and their benefits (Cothran & Clouser, 2006). Failure to identify the critical strategic issues can result in the inability to capitalize on the essential opportunities and minimize the threats (Bryson, 2021). Therefore, the management should note the consequences of not dealing with each strategic issue and determine its importance. Thus, the problems identified should explain the choices to be included in the strategic planning process.<\/p>\n
Formulate Strategies to Manage the Issues<\/p>\n
After identifying the key strategic issues, the management should formulate necessary strategies to manage them (El Naggar, 2017). The developed systems must have specific criteria o consider to facilitate the successful management of issues identified. Therefore, the management should focus on the outcomes of the strategies (Cothran & Clouser, 2006). Thus, they should deal with the issues efficiently and effectively and adopt political and technical feasibility. The process of formulating strategies involves assessing the current position of the organization and its future goals (El Naggar, 2017). As a result, the management considers the swot analysis to examine and determine the changes in the current strategies needed to achieve the desired goals. Also, the management identifies the practical solutions, values, and visions that will be used to resolve the issue identified (Bryson, 2021). Next, the management recognizes the barriers affecting the alternatives, vision, and goals. After identifying options and the obstacles, there is a need to review the proposal intended to achieve the other options determined. Also, it includes identifying the key responsibilities in its implementation. <\/p>\n
Review and Adopt the Strategies or Strategic Plan<\/p>\n
In this step, the management aims to get approval to implement the strategic plan (Cothran & Clouser, 2006). The management team addresses the conflict of interest arising within the organization (El Naggar, 2017). It should also clearly define the roles and responsibilities of key stakeholders during the implementation. Moreover, the management should ensure that the plan’s implementation must occur in an environment that facilitates change (Bryson, 2021). Strategic planning ensures that the developed strategies should directly reflect the organization’s current situation and facilitate the intended change (El Naggar, 2017). Therefore, the management should develop action plans that should be achievable and measurable. The team needs to consider its desired skills, competencies, organizational structure, and involvement to facilitate the plan’s successful implementation. The objectives should be developed and work plans designed through the efforts and collaboration of the internal stakeholders. Finally, the top-level management needs to approve the designed action plan to initiate the implementation process.<\/p>\n
Establish an Effective Organizational Vision<\/p>\n
After gaining implementation approval of the plan, the team should establish a compelling vision of the organization. The organizational vision is what the organization desires to achieve long-term (El Naggar, 2017). It involves the ideal way to establish how the organization will be performing in the future, and it gives insights into what the organization will achieve in the future (Bryson, 2021). Therefore, the vision guides the stakeholders on how to carry out their operations to achieve the desired outcome. For this reason, the team must define where the organization wants to be in the future and determine the strategy that will facilitate the vision. In most cases, some organizations might define or revaluate their vision after the first four steps of the strategic planning process.<\/p>\n
Develop an Effective Implementation Process<\/p>\n
After defining the organizational vision, the team must develop an implementation plan. The strategic plan will not be effective when it is not implemented. Implementation involves putting the developed strategic plan into action (Cothran & Clouser, 2006). Therefore, the implementation plan involves all the stakeholders’ roles and responsibilities (Boyden & Waldman, 2012). There is a need for every stakeholder to know and understand their roles to facilitate the successful implementation of the strategic plan (Cothran & Clouser, 2006). Also, the plan includes the expected outcomes, resources required, the dateline for each milestone, and the communication process (Bryson, 2021). During implementing the strategic plan, communication is essential (El Naggar, 2017). The stakeholder needs to have open communication to ensure that everyone is on the same page on the process. The plan also involves review procedures, measures of success, procedures accountability, and ways of monitoring the plan. Furthermore, the implementation plan should include the necessary programs to facilitate organizational outcomes.<\/p>\n
Reassess the Strategies and the Strategic Planning Process<\/p>\n
Once the implementation has been successful, there is a need to reassess the strategic plan to ascertain its effectiveness in the organization (El Naggar, 2017). The organization should assess the progress of the change must be assessed regularly and the strategies revised based on the results obtained, challenges encountered and opportunities identified (Cothran & Clouser, 2006). The assessment and monitoring of the strategy ensure that the new plan facilitates the intended change and the outcomes as required. It aims to minimize the risks and challenges of implementing the new strategic plan(Boyden & Waldman, 2012). Thus, during the assessment, the management evaluates the progress made in the organization. Once the implementation of the strategic plan, it compares with the plan’s outcomes to determine the progress achieved. At this stage, documentation is required to facilitate successful plan monitoring.<\/p>\n
The strategic planning process establishes a strategy plan that facilitates the achievement of organizational outcomes. It entails the guide to what the organization intends to do and how to achieve its desired goals. Therefore, strategic planning involves ten steps that facilitate the successful development of the plan. It helps organizations think and work strategically to achieve their desired outcomes. It also clarifies the direction of the organizational future following the development of the shared vision. Moreover, strategic planning enables the organizations to develop goals and objectives following its effective decision-making process. Furthermore, strategic planning helps the organization to improve its performance.<\/p>\n
References<\/p>\n
Bryson, J. M. (2010). The Future of Public and Nonprofit Strategic Planning in the United States.\u00a0Public Administration Review,\u00a070, s255\u2013s267. https:\/\/doi.org\/10.1111\/j.1540-6210.2010.02285.x<\/p>\n
Bryson, J. M. (2018).\u00a0Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (Bryson on Strategic Planning)\u00a0(5th ed.). Wiley.<\/p>\n
Cothran, H., & Clouser, R. (2006). Strategic Planning for Communities, Non-profit Organizations and Public Agencies.\u00a0EDIS,\u00a02006(14). https:\/\/doi.org\/10.32473\/edis-fe648-2006<\/p>\n
George, B., Walker, R. M., & Monster, J. (2019). Does Strategic Planning Improve Organizational Performance? A Meta\u2010Analysis.\u00a0Public Administration Review,\u00a079(6), 810\u2013819. https:\/\/doi.org\/10.1111\/puar.13104<\/p>\n
Naggar, Mohamed (2017). Application of the ten-step strategy change cycle of Bryson in Egyptian NGO. 10.13140\/RG.2.2.17324.51841.<\/p>\n","protected":false},"excerpt":{"rendered":"
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