Ground Rules And Expectations For Ground Rules Research

I attest that this document is an original creation submitted in accordance with the requirement for the Comprehensive Written Project (CWP) in Seminar in Business Strategy (GB-5388) during the Fall 2015 academic term.

“The outcome of the research phase is not only consensus about the facts of the organization and its environment; it also gives focus to the next step, that of formulating the organization’s vision for itself” (Berman, 2006, p. 70). Organizational mandates and the type of stakeholders that need to be engaged are often identified prior to developing mission, vision and values. Once an understanding of mandates and stakeholders are clear, then the design phase can continue. The MDHHS strategic planning team and its designated stakeholders develop statements to describe what the department does and why it exists, decides upon principles and beliefs that will guide the continued work of the department, and a statement of the ideal future state based on the work the department intends to do (mission, vision, values, respectively). In addition, the information collected in the research phase is compiled and assessed and any additional data needs are identified and summarized. Organizational strengths and weaknesses and external opportunities and threats (SWOT) or challenges (SWOC) are identified in this phase (Berman, 2006, p. 71).

I would advise the CEO that to better serve the company’s desire we would start with a strategic plan by setting goals and objectives. It would be best to elicit the opinions of every staff member on how they feel about the company’s goal. After listening to the staff opinions on how best to implement the goals, a plan is to be put in place detailing the steps by steps on how to achieve each tasks. I would emphasize to the CEO the importance of setting goals and communicating them effectively to the staff members, especially those who will be the managers. Additionally, the CEO is to consider the needs of each individual in the company. It is important to address both the task and the needs of the employees ( Phillips & Gully, 2014).

An organization needs to determine the results that it is aiming for as part of its strategic operation. This includes its financial performance together with the perception of its stakeholders.

Life in your new college apartments has been going extremely well: you and you roommate get along really well and no major disagreements have popped up. However, you've met a girl you really like that you roommate simply can't stand. And the feeling is mutual from her.

Planning the change – Ensure that all research has been completed; examine the organisational structure, job descriptions, and performance and compensation systems to ensure they are in line with the vision.

Table of Contents 1. History, Development and Growth 2 2. Vision, Mission, Objective, Philosophy and Strategy 13 3. Functional-level strategies 14 4. Business-level strategy.

Directors and staff. The Strategic Planning Committee included seven board members and four staff on the management team. This Committee including several past presidents of the board met twice to reflect on the mission, vision, core operating values and assumptions underlying the organization’s approach to its work. These meetings set the stage for a work session of the full board during which the organization’s strategic direction was defined. The staff helped coordinate the planning process and provided important support and analysis to complete this plan.

Scenarios B efore I begin our scenarios, I must let you in on a little secret. We have ground rules. Before you can apply any of these applications we believe you and your partner should set some ground rules. Our ground rules are discussed in this section. As I mentioned, we found that ground rules were needed to guide our daily living as well as conversations and disagreements.

Evaluating the businesses expanding throughout towns and communities, The Dollar General Store is being opened in many areas. The expectation would be that a great strategic management team is working to evaluate locations, along with expanding on strengths and targeting weaknesses in order to have continued success. Importance would be placed on formalizing the entire process of the strategic management plan (Radomska, 2013). Writing down a plan is not enough. Processes have to be organized and implemented in order to confirm that all actions are followed through. Since The Dollar General Store is a familiar name to most, Jane Doe should have no problem understanding that someone, or a team, is behind the expansion, constantly reviewing the increased growth in order to justify the continued opening of

I think that ground rules as a guide can be beneficial. Here is a list of some aspects I consider good ground rules for forums and discussions:

The process can be described in seven steps. The first one is appreciating and celebrating the organisation’s past. The second step is observing the environment through a SWOT analysis where one assesses the strengths and weaknesses of the organisation’s internal resources and searches for the opportunities and threats the external environment presents. Third, the organisation’s purpose and mission should be defined and reaffirmed or revised according to trends and the environment. Three questions need to be answered by the mission statement: “What is the organisation – it its business?”, “What does it do?” and “Whom does it serve?”. The fourth step is developing goals (long and short-term) from the mission statement and SWOT analysis. The organisation should also have broad goals for each planning dimension: “programs and services; governance and administration; facilities; human resources; technology; communications, marketing, and public relations; fundraising and resource development; and financial security”. Fifth, the organisation needs to establish how it will achieve its goals through strategies, objectives and action steps. Success needs to be defined through “specific measurable targets”. The sixth step is implementing plans and finally evaluating

Paper 3 Examiners Approach…………….….... 3 Extracts from the Examiners report ……….…...4 Examination Technique……………….…..……..7 Background and examination format..…............9 Syllabus Overview………………………...........10 Strategic Planning………………………...….....11 Mission and Objectives…………………………12 Business & Professional Ethics..………….…...13 Internal Analysis……………….……………..…14 External Analysis……………..………………....15 Strategic Options……………………….……….17 Method of

The applied strategic plan lays the five year framework for the new hired employees to become productive and successful. The ministry has developed its strategic plan from operational applications and previous data. There are four aspects of ASP that will be examined:

Strategic posture: 1. Organizational profile (minimum one page) 2. Vision 3. Mission 4. Organizational objectives (bullet points) 5. Corporate governance (minimum one page) 6. CSR (minimum one page) 7. Core values (bullet points) 8. Code of conduct (bullet points) 9. Policies/standard operating procedure External factor analysis 10. Stakeholders analysis (primary, secondary) (diagram) 11. PESTEL analysis (minimum one page) 12. Task environment (minimum one page) 13. Issues priority matrix (diagram) 14. Porter five competitive forces analysis (minimum one page) 15. Strategic group (diagram) 16. Strategic type (one paragraph) 17. Industry matrix