Strategic Planning

Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. Based on this assumption complete the five stages of the planning process:

The planning process begins with a situation analysis of the external and internal forces affecting the organization.  This examination helps identify and diagnose issues and problems and may bring to the surface alternative goals and plans for the firm.  Next, the advantages and disadvantages of these goals and plans should be evaluated against one another.  Once a set of goals and a plan have been selected, implementation involves communicating the plan to employees, allocating resources, and making certain that other systems such as rewards and budgets are supporting the plan.  Finally, planning requires instituting control systems to monitor progress toward the goals.

Once there has been adequate time to assess the division and be aware of projects and processes that are in place, it will allow for a more open dialogue and contribution to the conversation and planning process. A strategy will be developed to focus on management systems and processes that can help build positive momentum. There will be a review of the division’s path forward with the leadership team to clarify mutual expectations and assess progress toward a common goal. In this time, as a team, we will need to make any course corrections, especially as it relates to the execution phase of the plan.

As a company of this size, corporate planning is a vital function to deal with external and internal factors, in which, the company's goals or objectives are achieved. In addition, a well-defined strategic planning implemented will be the guidelines in dealing with each factor, such as, globalization, innovation, and

He allowed every person know planning was a continuing process and plans will take time to be implemented into the business. The Manager managed the proposals and was the overseer of the plans, however included all involved understanding the plan and making sure that they are completed successfully. He targeted the sales of the stores and made it known to all staff and also let everybody to give their feedback on how to achieve them. Communicating as a team receiving feedback on these objectives it was agreed as a team they are attainable.

2. Strategic planning: Highest level of management develops these plans involving the requirements for products, capital, and research. These plans are focused on long and short term company goals.

Chapter 4: How do you think planning in today’s organizations compares to planning in an organization 25 years ago? Do you think planning becomes more important or less important in a world where everything quickly changes and crises are a regular part of organizational life? Why?

Planning- the planning department translate the concepts into design and determines resources requirements, including raw material. Planning also projects sales and develops production plans for each product, timeframes for production runs and scheduling of production runs.

As a process that eventually defines the direction and activities of the organization, it can be an overwhelming and daunting task. Despite the overwhelming nature of the process, the benefits of planning can far outweigh the hardships. There are benefits to be gained from the actual planning process, as well as from the final planning document. The very activities that organizations conduct as part of the planning process empower them to be more effective in their roles-more informed leaders, managers, and decision makers. In addition, the final planning document becomes a tool that can be used to effectively and efficiently manage the organization.7 In your planning process from the handbook compared to several that I have reviewed during this research pretty much have the same basic concerns.

Planning also helps in the coordination of activities between different departments within the organisation, as the tasks are clearly

A strategic plan has financial and other implications over the next several years of implementing the company strategies. And strategies come in different forms and magnitudes. Since strategic plans covers a relatively long range of period, difficulties in maintaining the organization’s effort to keeping the strategic plan arise.

Previously all the strategic planning exercises involved a wide management participation coupled with bottom-up approach. The aim was the development of a multi-product and multi-channel strategy.

Now that strategy planning has been defined, let us look at one of the key components of its

Zahra’s managerial team subscribe to the argument that planning is a necessary step, and have therefore outlined goals (Locke & Latham 1984; Richards 1986). The executive team feel this will benefit their organisation long-term by providing better performance, clarity of expectations and helping to gauge processes (Locke & Latham 1984; Richards 1986; Washington 2003; Pritchard, et al. 1988; Siler 1989). Tables 1. & 2. below show the strategic and tactical goals of Zahra.

overhaul of the company’s planning process. The old approach, which required business-unit heads to make regular