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CBT-Strategic Planning |
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| A TITI Competency-Based Training Package The Strategic Planning Series
Learning Modules in the Strategic Planning Series:1. Overview of Strategic
Planning 2. Conduct a Strategic Analysis 3. Critique Vision, Mission,
Goal, and Strategic Objective Statements 4. Conduct a Strategic Planning
Workshop 5. Write the Strategic Planning
Document 6. Conduct an Operational
Analysis 7. Critique Operational
Objectives 8. Develop the Operational Plan 9. Develop the Yearly Plan of
Operations 10. Develop Individual Action
Plans Strategic
Planning - CBT Learning Module 3
Critique Vision, Mission, Goal, and Strategic Objective StatementsIntroductionPlanning is communicating. As our organization begins its strategic planning cycle, it is necessary that all involved are clear about the terms and concepts that will be used. Without this clarity, communications are impossible. This learning module will assist the individuals of the planning team in learning these terms and concepts and in applying them to our context. Terminal Performance Objective (TPO)Upon completion of this learning module, each individual will be able to critique: Vision statements Mission statements Goal statements Strategic objective statements Enabling Objectives (EO’s)In order to accomplish the TPO, each individual will be able to: 1. Define: Vision Mission Goal Strategic objective 2. Given several different types of statements, categorize each statement as either: Vision statement Mission statement Goal statement Strategic objective statement ActivitiesThe following activities should be done in the sequence given. All activities should be completed prior to 3 November 1997. As each activity is successfully accomplished, place a tick mark next to the activity below. ACTIVITY COMPLETEDActivity Sheet 1 - Critique Vision Statements _____ Activity Sheet 2 - Critique Mission Statements _____ Activity Sheet 3 - Critique Goal Statements _____ Activity Sheet 4 - Critique Strategic Objective Statements _____ Self-Check 5 - Categorize Planning Statements _____ ACTIVITY SHEET 1 - Critique Vision StatementsIntroductionVision statements form the foundation of the planning process. They are developed by upper level management and then communicated throughout the organization. Vision statements set high expectations for the future of the organization and present a challenge for the organization to meet. The vision of the organization may be a simple statement or a series of statements. Typically, the entire vision of the organization can be presented on one page maximum, however, most planning experts believe that the shorter the vision, the more effective it is. Short vision statements are easier to remember! DefinitionVisionStatements that emphasize what an organization could be in the future, without first thinking about possible barriers to that future. Example vision statements1. Georgia Tech will be a leader among those few technological universities whose alumni, faculty, students, and staff define, expand, and communicate the frontiers of knowledge and innovation. (Actual statement) 2. TITI will be recognized as a centre of excellence in instructor training in SAARC. 3. At IBM, we will create, develop and manufacture the industries most advanced information technologies, including computer systems, software, networking systems, storage devices and microelectronics. (Actual statement) 4. Coca-Cola will continue to be the world’s largest beverage company. 5. The ABC Project will significantly reduce the incidence of Tuberculosis in Nepal. Non-Example vision statements
Self-Check 1 – Critique vision statementsExamine each vision statement below. Indicate to the right of the statement whether you think the statement is OK. If not OK, briefly provide a suggestion to improve the statement.
Check your answers by using the Self-Check Answer Key at the end of this Module. If you missed two or more statements, you should go through the Module again. If you still have concerns, see your facilitator. ACTIVITY SHEET 2 - Critique Mission StatementsIntroductionA mission statement is considered to be the "most important few words" in the organization. A clear mission statement keeps the organization focused towards achieving its vision. The mission statement is developed by upper level management and then communicated throughout the organization and to the public. Most mission statements are from one sentence to a paragraph in length--a few running to nearly a page. Whereas the vision statement(s) are developed “without regard to barriers,” the mission statement considers the context of the business and makes a strong promise within that context. An organizations mission statement describes the nature and concept of the organizations future business. It tells what the organization will do and for whom, plus tells the major philosophical premises under which it will operate. Since the mission statement forms the foundation for the remainder of the strategic planning and operational planning process, great care should be taked in its development. There is a tremendous benefit to the organization if all individuals in the organization are, at least aware of the mission statement. A case in point is the true story of a management consultant who was looking into all aspects of a certain telecom company. One day, the consultant stopped a telephone repair technician and asked him if he knew what the mission statement of the company was. Without hesitating, the repairman said "Dial-tone." The consultant was a bit confused with the short answer and asked for clarification. The repairman said "It's simple--my job is to make sure our customers always have a dial tone when they pick up their telephones--and if they don't--it's my job to get it back to them as quick as possible." Needless to say, the consultant was impressed. In the Executive Guide to Strategic Planning by George Morrisey, some wise advice is given: “A word of caution: Don’t put anything in your mission statement that you are not willing to back up with action.” While most organizations must use more than two words to describe their mission, it is easy to see the advantages of a short, clear statement. DefinitionMissionA succinct expression of the organizations reason for existing; the
basic concept of the organization; consists of three components--audience,
action and aim. Example simple mission statements1. The primary mission of the XYZ Group is to assist our clients in achieving cost-effective results from their employee benefit planning through marketing, implementing, and administrating creative, individually designed plans. 2. ZZZ Company supplies products that provide environmentally safe solutions to customer problems associated with the reliable transportation or control of fluids. 3. The ABC Fastening Company’s mission is to provide our wholesale customers with the most reliable and modern fasteners in any quantity desired within 24 hours of the receipt of their request. Actual mission statementsAttached to this sheet are actual mission statements from large and famous organizations. Read each carefully and try to imagine how the organization will go about accomplishing its mission. What do you think it would it be like to work for this organization? Do each of the statements address the “audience” of the company? Are the “actions” to be taken by the company mentioned? Does the mission statement mention the “aim” of the company? Self-Check 2 – Critique mission statements1. Look at the first sentence of the ASTD mission statement. Who is the “audience?” What is the “action?” What is the “aim?” 2. Look at the first sentence of the Coca-Cola mission statement. Who is the “audience?” What is the “action?” What is the “aim?” Check your answers by using the Self-Check Answer Key at the end of this Module. If you missed two or more statements, you should go through the Module again. If you still have concerns, see your facilitator. ACTIVITY SHEET 3 - Critique Goal StatementsIntroductionGoal statements add further direction and specificity to the mission statement. Goal statements fill the gap between the singular mission statement and the dozens of strategic objective statements. Many organizations are able to plan without using goal statements. If the mission statement is relatively simple, going directly to strategic objective statements is often done. Many planners, however believe that setting broad goals for the organization is a vital part of the planning process. When developing goal statements, look at the mission statement and try to think of the major areas (usually from 3-8) which, if addressed, could lead to accomplishing the mission. DefinitionGoalsOne or more statements of long-term organizational intent, derived from and supporting the mission statement; not necessarily measurable (objective-type) statements. Example goal statementsGiven below is a mission statement for a company, followed by possible goal statements. Mission: The ABC Fastening Company’s mission is to provide our wholesale customers with the most reliable and modern fasteners in any quantity desired within 24 hours of the receipt of their request. Goals: · Increase fastener research · Computerize our inventory system · Begin motorcycle delivery of small packages · Implement Total Quality Management (TQM) in all work units · Implement “just-in-time” inventory system · Improve product marketing and advertising As you can see in this example, the mission statement sets the direction and provides the challenge. The goal statements describe (in very general terms) HOW the mission will be achieved. With these goals, you would expect to see the budget for research increased, money spent on computers and motorcycles, staff development in TQM and maybe a new advertising firm employed. Non-Example goal statements
Self-Check 3 – Critique goal statementsExamine each goal statement below. Indicate to the right of the statement whether you think the statement is OK. If not OK, briefly provide a suggestion to improve the statement.
Check your answers by using the Self-Check Answer Key at the end of this Module. If you missed two or more statements, you should go through the Module again. If you still have concerns, see your facilitator. ACTIVITY SHEET 4 - Critique Strategic Objective StatementsIntroductionOnce the organization has agreed on its vision, mission and (optionally) goals, it becomes time to "get specific." Strategic objectives are statements that represent organizational commitments. Commitments that will be used to obtain the mission and goals. Strategic objectives typically have the following criteria: 1. They tend to be long-term (varying from 3-5 years) 2. They MUST be aligned with the mission statement 3. They are stated so that attainment (or lack of) is measurable or observable 4. They are continually refined as data improves. Many planners also place the following criteria on strategic objectives to insure that the objectives are not just "dreams:" Strategic Objectives should be: · Achievable · Affordable · Meaningful (moving the organization closer to achieving its mission) · 75% chance of success If the organization has goal statements, each goal should be carefully examined and an adequate number of strategic objectives developed to insure that the goal will be met. In many cases, more strategic objectives than absolutely necessary are identified for a goal in case one or two of the objectives can not be met. This is called "redundant planning." Without goal statements, the mission statement itself must guide the development of the strategic objectives. Greater care must be used to insure that an adequate number of objectives have been identified to insure that the mission is accomplished. DefinitionStrategic ObjectivesStatements
which are derived from and support the attainment of organizational goals;
typically can be achieved in 3-5 years; the results needed to carry out the
organizational mission. Example strategic objective statements1. Increase our market share by 20% within 5 years. 2. Have a Department of Communications by the year 2000. 3. Begin a strategic planning process linked to budgeting within 3 years. 4. Become a multinational organization with 30% of net revenue coming from foreign sources by (year). 5. Increase enrollment by 25% over the next five years. Non-Example strategic objective statements
Self-Check 4 – Critique strategic objective statementsExamine each strategic objective statement below. Indicate to the right of the statement whether you think the statement is OK. If not OK, briefly provide a suggestion to improve the statement.
Check your answers by using the Self-Check Answer Key at the end of this Module. If you missed two or more statements, you should go through the Module again. If you still have concerns, see your facilitator. Self-Check 5 - Categorize Planning StatementsIntroductionIn this final activity for the Module, you are presented with a simulation. You are member of the Planning Team for a new project. A three day workshop has just been conducted where the vision, mission, goals and strategic objectives for the project were identified and placed on cards in the correct sequence. Your job was to take the cards and enter them into the computer. On your way to the office however, you dropped the stack of cards and the sequence became "all messed up." Your task for this activity is to look at the statements, and label each as either vision (V), mission (M), goal (G) or strategic objective (SO). Sounds easy! Have fun! The mixed up cards
Self-Check Answer KeyActivity 1 - Critique Vision Statements
Activity 2 – Critique mission statements1. Look at the first sentence of the ASTD mission statement. Who is the “audience?” Individuals, organizations and society What is the “action?” Achieve work-related competence, performance and fulfilment What is the “aim?” Provide leadership 2. Look at the first sentence of the Coca-Cola mission statement. Who is the “audience?” Share owners What is the “action?” Building a business that enhances The Coca-Cola Company’s trademarks. What is the “aim?” Create value Activity 3 – Critique goal statements
Activity 4 – Critique strategic objective statements
Self-Check 5 - Categorize Planning StatementsThe mixed up cards
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