Planinng strategic and operational planning

Strategic Planning

Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people.

In order to determine where it is going, the organization needs to know exactly where it stands, then determine where it wants to go and how it will get there. The resulting document is called the "strategic plan."

While strategic planning may be used to effectively plot a company's longer-term direction, one cannot use it to reliably forecast how the market will evolve and what issues will surface in the immediate future. Therefore, strategic innovation and tinkering with the "strategic plan" have to be a cornerstone strategy for an organization to survive the turbulent business climate.

Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions:

The Strategic Planning Process

In today's highly competitive business environment, budget-oriented planning or forecast-based planning methods are insufficient for a large corporation to survive and prosper. The firm must engage in strategic planning that clearly defines objectives and assesses both the internal and external situation to formulate strategy, implement the strategy, evaluate the progress, and make adjustments as necessary to stay on track.

A simplified view of the strategic planning process is shown by the following diagram:

The Strategic Planning Process

Mission &       Objectives

V

Environmental  Scanning

V

Strategy     Formulation

V

Strategy  Implementation

V

Evaluation      & Control

Mission and Objectives

The mission statement describes the company's business vision, including the unchanging values and purpose of the firm and forward-looking visionary goals that guide the pursuit of future opportunities.

Guided by the business vision, the firm's leaders can define measurable financial and strategic objectives. Financial objectives involve measures such as sales targets and earnings growth. Strategic objectives are related to the firm's business position, and may include measures such as market share and reputation.

Environmental Scan

The environmental scan includes the following components:

Internal analysis of the firm

Analysis of the firm's industry (task environment)

External macroenvironment (PEST analysis)

The internal analysis can identify the firm's strengths and weaknesses and the external analysis reveals opportunities and threats. A profile of the strengths, weaknesses, opportunities, and threats is generated by means of a SWOT analysis

An industry analysis can be performed using a framework developed by Michael Porter known as Porter's five forces. This framework evaluates entry barriers, suppliers, customers, substitute products, and industry rivalry.

Strategy Formulation

Given the information from the environmental scan, the firm should match its strengths to the opportunities that it has identified, while addressing its weaknesses and external threats.

To attain superior profitability, the firm seeks to develop a competitive advantage over its rivals. A competitive advantage can be based on cost or differentiation. Michael Porter identified three industry-independent generic strategies from which the firm can choose.

Strategy Implementation

The selected strategy is implemented by means of programs, budgets, and procedures. Implementation involves organization of the firm's resources and motivation of the staff to achieve objectives.

The way in which the strategy is implemented can have a significant impact on whether it will be successful. In a large company, those who implement the strategy likely will be different people from those who formulated it. For this reason, care must be taken to communicate the strategy and the reasoning behind it. Otherwise, the implementation might not succeed if the strategy is misunderstood or if lower-level managers resist its implementation because they do not understand why the particular strategy was selected.

Evaluation & Control

The implementation of the strategy must be monitored and adjustments made as needed.

Evaluation and control consists of the following steps:

Define parameters to be measured

Define target values for those parameters

Perform measurements

Compare measured results to the pre-defined standard

Make necessary change

OPERATIONAL PLANNING

An operational planning is a subset of strategic work plan. It describes short-term ways of achieving milestones and explains how, or what portion of, a strategic plan will be put into operation during a given operational period, in the case of commercial application, a fiscal year or another given budgetary term. An operational plan is the basis for, and justification of an annual operating budget request. Therefore, a five-year strategic plan would need five(5) operational plans funded by five operating budgets.

Operational plans should establish the activities and budgets for each part of the organisation for the next 1 – 3 years. They link the strategic plan with the activities the organization will deliver and the resources required to deliver them.

An operational plan draws directly from agency and program strategic plans to describe agency and program missions and goals, program objectives, and program activities. Like a strategic plan, an operational plan addresses four questions:

Where are we now?

Where do we want to be?

How do we get there?

How do we measure our progress?

The OP is both the first and the last step in preparing an operating budget request. As the first step, the OP provides a plan for resource allocation; as the last step, the OP may be modified to reflect policy decisions or financial changes made during the budget development process.

Operational plans should be prepared by the people who will be involved in implementation. There is often a need for significant cross-departmental dialogue as plans created by one part of the organisation inevitably have implications for other parts.

Operational plans should contain:

-clear objectives

-activities to be delivered

-quality standards

-desired outcomes

-staffing and resource requirements

-implementation timetables a process for monitoring progress.

How your motivated to your employee?

Motivation is a process that explains the intensity, direction, and persistence of an individual to achieve his goal. The three main elements in this definition is the intensity, direction, and persistence. There are ways to motivate the subordinates, namely:

1. Paying attention to employee welfare
In this case the well-being in question is the welfare support in terms of work or other interests relevant to the employees themselves. So excited in terms of employees working on the assignment.

2. Give apreciation for work done
Creates realistic appreciation of the work done is a form of managers appreciate the loyalty of the employee's own work and the more you appreciate your employees employment then, you are also increasingly valued by your employees. Appreciation of the work done can also stimulate employee morale itself.

3. Find a way out or re-structure the work so that work is more interesting and less boring way to develop and create the job in more detail and provide a variety of work carried out so as not memorable monotone.

4. Indicate your personal sincere desire to help, mutual respect to them and the people in your neighborhood. This is necessary because the evidence against you respect your employees. In this case you do not work alone but you work with subordinates.

5. Provide opportunities for training and personal development and career progression. In terms of career development can also increase employee job performance.

So, motivation is very important in terms of revenue in a company, the quality of the employee's own work and because you do not work alone but you work with subordinates.

levels of management

Management is used in all forms of activities both professional and non-professional activities, both governmental and private organizations, the managers can be classified in two ways, namely levels in the organization and scope of activities that do.if seen from levels in the organization, management is divided into three distinct groups namely:
    
    1. Management Line or first-level management (first line) is the lowest level in an organization, where one in charge of the work of others, such as foreman or supervisor of production in a plant engineering supervisor of a research section and so on.
    2. Middle managers (Middle Manager) is a middle management can include multiple levels within an organization. The middle manager supervises and directs the activities of other managers are sometimes also the operational employees.
   3. Top Management (Top Managers) consists of a relatively small group, which is responsible for overall management of the organization

Functional managers are responsible for the activities of the organization, such as the production of marketing, finance and so forth, the general manager who oversees the unit is more complicated Here's a management scheme based on degre:
- Functional Manager, responsible for an organizational unit of activity (production, marketing, finance, personnel, etc.
- General Manager, responsible for all activities of the unit.

In carrying out the task, each level manager has a key function or different skills namely:
1. Technical Expertise (Technical Skill) is expertise on how to do teoryand produce something with the motivation for the direction, supervision, and comunication.

2. Managerial skills (Managerial Skill) the skills associated with goal setting planning, organizing, drafting personnel, and supervision

Examples of management activities related to management levels such as in a hotel that is the general manager (manager of) orders to his subordinates that managers in each division (middle managers) then middle managers convey orders to his subordinates (supervisors) to give orders to its employees to carry out orders and supervise the work presented at the same time responsible for the employee's job. if there is a problem employee should report to your supervisor. If the supervisor can not resolve the problem supervisors reporting to division managers in order to provide a solution to the problem.if the problem is not resolved to the new division managers reporting to general manager.

So the higher one's position, the more skills require administration / management, but the lower the operational skills. Conversely the lower the position of a person, then the higher the skills of operations, while the administrative skills / lower management.