Strategic Planning Typology and Process Models
•Télécharger en tant que PPT, PDF•
9 j'aime•2,241 vues
MPA 210 Strategic Planning Management
Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à Strategic Planning Typology and Process Models
Similaire à Strategic Planning Typology and Process Models (20)
Plus de Jo Balucanag - Bitonio
Plus de Jo Balucanag - Bitonio (20)
Dernier
Dernier (20)
Strategic Planning Typology and Process Models
- 1. Typology of Planning Models & Strategic Planning Process Models Professor: Jo B. Bitonio, DPA MPA 210 Strategic Planning Management
- 2. Strategic Planning is a process to find a strategy that will achieve certain organizational purposes that can be broken down into steps and learned and the activities associated with it ingrained into the culture and life of the organization) However, even with increasing use making these difficult decisions never becomes easier, because the future is still the future – uncertain and ambiguous, the data needs are seldom available and unforeseen events still happens (Abraham, 2012)
- 3. It is clear that frenetic pace of change and changing circumstances require the constant renewing of one’s business models, defining a unique market position and occupying it otherwise the value will flow away from the organization to the competitors Abraham, 2012
- 4. Strategy at its heart is about positioning for future competitive advantage. Any strategic thinking must reflect this essence. It is purpose is a driven strategy, determining their impacts on markets today and tomorrow and developing new business models. Abraham, 2012
- 5. Strategy is a handful of decisions that drive or shape most of the organization’s subsequent actions and have the greatest impact on whether the organization meet its strategic objectives. This handful decisions consist of selecting the organization’s strategic posture (Abraham, 2012). Strategic Posture
- 7. ) - first scholar to develop a typology of planning models. - used the acronym SITAR for the five planning in his topology. S – Synoptic Model I – Incremental Model T – Transactive Model A – Advocacy Model R – Radical Model Hudson (1974)
- 8. Synoptic Model - Identical to the popular rational model - includes 4 classical elements Goal Setting Identification of alternatives Evaluation of means against ends Implementation of design
- 9. Incremental Model - suggests that planning is contained more by available means than by the definition of the goals - planned change at any level – institutional, sectoral and national – typically represents small adjustments from the past.
- 10. Transactive Model - emphasizes interaction and interpersonal dialogue and the process of mutual learning in planning.
- 11. Advocacy Model - underscores the confrontational characteristics of decision-making.
- 12. Radical Model - has two versions Spontaneous activism is guided by self-reliance and mutual aid. Focuses on situational characteristics of nations or systems that inhibit the equitable distribution of goods and services.
- 13. Wilson (1989) - Introduced three other alternative models in addition to the rational and incremental models. 1. Mixed Scanning 2. Learning Adaptive 3. General System Models
- 14. Mixed Scanning - more realistic that the rational model and was passive than the incremental model
- 15. Learning Adaptive - treats planning as a process of social learning built on individual psychological development that is best realized in small, non-hierarchical groups
- 16. General System Models - attempts to use the idea of a system as a unifying scientific paradigm
- 17. Adams (1991) - group and classified into two groups the typologies developed by Hudson and Wilson as well as other theorists. Rational Interactive Synoptic Political System Resource Allocation Incremental Resource Allocation Organizational Development Manpower Advocacy Rate of Return Learning Adaptive Satisficing Mixed Scanning - presents the most popular rational model in educational planning literature and practice which calls it as the technicist model.
- 18. Actions Programs Policies Goals Rationale Planning Model Bryson, 1947 Assumption: There will be a consensus on goals, policies, programs and action necessary to achieve organizational aims or there will be someone with enough power and authority that consensus does will not matter
- 19. Technicist Planning Model - expert-driven, assumes a linear process of decision-making , levels to treat the organization as a “black box” and severely limits the numbers of variables examined to quantifiable indicators of educations effects.
- 20. Political Model - views planning as a dynamic, shifting process of interaction and exchange. - it rejects the assumption of rational decision- making
- 21. Issue areas Policies and programs More general Policies Most General Policies Political Decision Making Model Bryson, 1947
- 22. This model is inductive. It begins with issues which almost by definition involve conflict, not consensus. The conflicts maybe over end, means, timing, locations, political advantage, reasons fro change, or philosophy or values and the conflicts maybe sever. As efforts to resolve these conflicts and learn how to move ahead, policies and programs emerge that Address the issues that are politically rationale and politically acceptable to involved or affected parties.
- 23. Consensual Model - recognizes education as an open human system located in a social environment too indefinite and inconstant to allow easy generalizations.
- 24. Table 1 Comparison of Three Planning Models Model Process Structure Technology Technicist Analytical and administrative activities by oligarchy of specialist Centralized planning offices; clear lines of authority Systems analysis, cost benefit studies, programming techniques, MIS Political Exchange, negotiation, cooptation by various stakeholding groups Centralized goal and policy mechanism; diffuse means of articulation and less formal and aggregation of interests Combination of formal analytical and information systems and less formal information exchange Consensual Dialogue, consciousness- raising Decentralized small face to face groups Delphi, team intervention
- 25. Module 4
- 26. Strategic Planning Process Models Planning Model - a set of variables classified as endogenous and exogenous, cause effect relationships among these variables and the consistency of these relations.
- 27. Phenomenon - it is explained when a model of its endogenous variables can be determined, given those of the exogenous variables.
- 28. Endogenous and Exogenous Variables These are terms to describe internal and external factors respectively affecting the organization’s business production, efficiency, growth and profitability. You are not able to control all endogenous business factors. Likewise, you can't control but should be able to see the exogenous economy influence to your organization. It is important to digest how these factors affect your unique organization situation so you can implement strategies and changes building a stronger organization
- 29. Planning Model • Modeling provides a logical, abstract template to help organize the analyst's thoughts. The model helps the planners logically isolate and sort out complicated chains of cause and effect and influence between the numerous interacting elements in a situation.
- 30. Process - defined as the series of steps or phases of procedures and activities undertaken or followed in doing a particular activity. - can be reflected or drawn in illustration, graphical or symbolic terms atypical of a model.
- 31. Planning Process Model - provides proper guidance in what ought to be done in practice. - also dictate explicitly what people ought to do in order for them to act accordingly and behave rationally so as to ascertain the successful completion of the step or process of activities.
- 32. Socioeconomic Planning Model - the process of determining in advance the best possible way of achieving specified development objectives within given time period at the least possible cost Development Planning - the process of determining in advance the best possible way of achieving specified development objectives within given time period at the least cost
- 33. Development Planning model NEDA, 1993
- 34. Plans Program Projects Plans Program Projects Fig.1 Development Planning Model (NEDA, 1993) Policies Strategies Policies Strategies Impleme ntation Impleme ntation Monitoring Evaluation Monitoring Evaluation Situatio nal Analysis Situatio nal Analysis Goal Objective Goal Objective
- 35. Six Major Steps 1. Goal-setting 2. Situational information 3. Policy/Strategy formulation 4. Plans/Programs/Projects 5. Implementation 6. Evaluation
- 37. Situation Analysis Situation Analysis Project Preparati on Project Preparati on Goals Objectives Targets Goals Objectives Targets Policies Strategies Policies Strategies Program Project Identificati on Program Project Identificati on Investment Programming Investment Programming BudgetingBudgeting Implemen- tation and Monitoring Implemen- tation and Monitoring Evaluation and Plan Update Evaluation and Plan Update Feedback loopFeedback loop Figure 2. Development Planning Process Model (NEDA, 2001) StudiesStudies PlanningPlanning ProgrammingProgramming BudgetingBudgeting ImplementationImplementation EvaluationEvaluation researchesresearches
- 38. Eight steps 1. Situational analysis 2. Goal/ objective/ target setting 3. Policy/ strategy formulation 4. Program/ project identification 5. Investment programming 6. Budgeting 7. Implementation and monitoring 8. Evaluation and plan update
- 39. Situational Analysis - require the conduct of survey and research studies - the survey calls for the gathering of socio cultural, demographic, economic, physical and natural data and information in the environment - shall also be undertaken indicating root and present performances, programs and projects, manpower resources, budget and buildings, facilities and equipment - the data are analyzed and projected in order to identify issues and parameters, constraints and problems, and resources and opportunities which are used as inputs in planning.
- 40. Setting of goals, objectives and targets - a goal is a broad statement of an image of the future the organization seeks to achieve. - objectives which emanates from the goal, refers to medium-range expectation which is pursued to satisfy the goal - target is the most specific statement of purpose which us measurable and achievable.
- 41. Policies and Strategies - framed, more specific policy statements and strategies formulated for each area of concern to as social, economic, physical, political and developmental administrative aspects for a particular period.
- 42. Program and Project Identification - in order to effectively channel resources to development programs and projects considered strategic in the over all attainment of goal. - prioritization of program and project is done through the conduct of feasibility studies to a listing of priorities viewed as responsive to the development needs of the people.
- 43. Budgeting - the costing of identified priority program and projects. Implementation Actual carrying out of funded priority programs and projects by concerned offices and individuals of the organization or the sectoral agency of government
- 45. Steiner, 1997 - devised and used extensively by a number of business companies in the US providing different products.
- 46. Informatio n flow Expectations of inside group Society community Stockholders Customers Suppliers creditors The Plan to plan Decisions and Evaluation rules Evaluation of environment Opportunities Threats Company Strengths Expectations of inside groups Top managers Hourly workers staff Data Base Past Perform Current Sit Forecasts Expectations of inside groups Top managers Hourly workers staff Master Strategies Mission Purposes Objectives Program Strategies Medium Range Programming and Programs Short range planning and plans Implementa- tion of plans Review and evaluation of plan Strategic planning Tactical Planning
- 47. A. Planning Premises 1. Plan to plan 2. Expectations of major outside interest 3. Expectations of major inside interest 4. The data base 5. Evaluation of the environment and the company
- 48. Planning Premises are divided into two types: I. Plan-to-plan and gathering substantive information needed in the development. - substantive planning premises consist of 4 sub-steps of data gathering known as corporate appraisal or credit. a) Collection of expectations of major outside interest groups, namely, society, community, stockholders, customers, suppliers and creditors. b) Generation of expectation of major inside interest group like managers, employees and staff. c) Collection of data about the past performances of the company, its current situation and the future. d) Analysis of strengths and witness of the organization and threats and opportunities in the environment.
- 49. B. Formulating Plans 6. Master and program strategies 7. Medium-range programming and programs 8. Short-range planning and plans
- 50. C. Implementation and Review 9. Implementation of plans 10. Review and evaluation of plans
- 51. Strategic Planning Model (Capon et al, 1987)
- 53. A. Planning of Inputs 1. Information Inputs - data collected externally and internally for planning purposes 2. Planning Tools - models and conceptual frameworks employed to organize and analyze the information inputs 3. Planning Organization - concerned with the people and organizational positions that are involved in planning and their degree of involvement and influence in the process
- 54. B. Planning Processes 4. Planning Activities - the what and how of planning 5. Organizational Planning - covers the internal environment in which planning takes place. - includes relationships between planning and line management
- 55. c. Planning Outputs 6. Planning Process Outputs - comprise the plans as to their contents, tools, and strategies 7. Planning Outputs / Performance Interface - concerned with what happens after the plans are produced - it deals with the evaluation process of organization’s performance versus planned goals and represents the key feedback component of the planning process
- 56. Applied Strategic Model (Goodstein et al., 1993) • It puts emphasis on application and implementation, values-driven decision-making and on creatively envisioning the ideal organizational structure.
- 57. Planning to plan Mission Formulation Contingency Planning Implementation Performance Audit Gap Analysis Values Scan Integra- ting Action Plans Strategic Business Modeling Application Considerations Application Considerations Environmental Monitoring Environmental Monitoring
- 58. 1. Planning to plan A. Environmental Monitoring - gathering of data on the macro, industry, competition, and organization’s internal environment B. Application considerations - continuous application aspects as to the integration and checking of the plans
- 59. 2. Values Scan examination and analysis of the beliefs and values of the stakeholders, top management and the planning team involves developing a clear statement of what business the organization is into and attempting to fulfill in society or the economy - should answer the questions of “what”, “whom”, “how” and “why”
- 60. 4. Strategic Business Modeling involves the organizations initial attempt to spell out in detail the paths by which the mission is to be accomplished by analyzing the organization’s strengths and weaknesses and of the external environment threats and opportunities (SWOT)
- 61. 6. Gap Analysis identification of gaps between the current organizational performance and the desired future to facilitate allocation of resources and identify possible trouble spots
- 62. 8. Contingency Planning developed as a response to unanticipated factors in the planning process initiation of several tactical and operational plans
- 64. 1. Circular Model (Bell et al, 1989) • developed by the Northwest Regional Educational Laboratory in cooperation with the Oregon Education Coordinating Council to increase both intra-system and inter- system planning effectiveness in the state.
- 65. Figure VI INFORMATION SYSTEM STRATEG IC PLANNING CONTROL TACTICAL PLANNING Program Monitoring and Evaluation Needs ID Problem Definition ProblemAnalysis Program Selection Generate Alternative Strategies Program Design Program Implementation
- 66. A. Strategic Planning • includes identification of problems, definition of policy objectives, and assignment of institutional roles and resources 1. Needs Identification 2. Problem Definition 3. Problem Analysis
- 67. B. Tactical Planning 4. Program Selection 5. Generate Alternative Strategies 6. Program Design 7. Program Implementation 8. Evaluation
- 68. Herman and Herman Model (1994) • focuses on a school or school district as the frame of planning reference
- 70. A. Strategic Planning 1. Vision #1 2. a. Beliefs and values b. Environmental scanning: Internal and External c. Critical Success factors 3. Vision #2 4. Mission Statement 5. Strategic Goals 6. SWOT Analysis
- 71. B. Tactical Planning 7. Strategic Objectives 8. Decision Rules and Priority Selection 9. Action Plans 10. Allocate resources and operate plans
- 72. Kaufman and Associates Model 2002
- 73. Micro Macro Mega Micro Macro Mega Ideal vision Ideal vision DefineCurrent Mission DefineCurrent Mission Identifyand SelectNeeds Identifyand SelectNeeds DeriveMission Objective DeriveMission Objective Identify SWOT Identify SWOT DeriveLongand ShortTermMissions DeriveLongand ShortTermMissions DeriveStrategic Plans DeriveStrategic Plans DeriveTactical AndOperationalPlans DeriveTactical AndOperationalPlans Make/Buy/Obtain Resources Make/Buy/Obtain Resources ImplementImplementContinuousImprovement FormativeEvaluation ContinuousImprovement FormativeEvaluation Determine Effectiveness/ Efficiency Determine Effectiveness/ Efficiency Revise / Improve As Required ScopingScoping PlanningPlanning Implementation AndContinuous Improvement Implementation AndContinuous Improvement
- 74. A. Scoping 1. Ideal Vision 2. Identify and select needs 4. Derive mission objectives 3. Define current mission 5. Identify SWOT 6. Derive long and short-term mission 7. Derive strategic plan
- 75. C. Implementation and Continuous Improvement 8. Derive tactical and operational plans 9. Make / buy / obtain resources 10. Implement 11. Continuous improvement / formative evaluation 12. Determine effective and efficiency. Revise / improve as required
- 76. Strategic Planning process model
- 78. 1. Preparation a. Organizing and staffing b. Training a. External environment b. Internal organization d. Strategic Planning framework c. SWOT Analysis
- 79. 3. Vision, mission, goal, policy, objective and target setting
- 80. Sources • Stanley Charles Abraham (2012). Strategic Planning: A Practical Guide for Competitive Success Emerald Group Publishing • Eusebio F. Miclat (2005) Strategic Planning in Education: Making Change Happen. Rex Bookstore • Stanley Charles Abraham (2012) Strategic Planning: A Practical Guide for Competitive Success. h ttps://books.google.com.ph/books?isbn=1780525214 • John M. Bryson 2004. Strategic Planning for Public and Non Profit Organization. Jossey-Bass A Wiley Imprint.
- 81. Photo Credit Leiglany S. Cariaso