UofP - MBA590 - DQs - Week One - 12-05-05

UofP - MBA590 - DQs - Week One - 12-05-05 - Discussion...

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Discussion Question Week 1 DQ 1 Due Week 1 Day 3 Based on the assigned scenario, answer the following questions: What is the situation? What challenges exist? What opportunities exist? What is the problem? Is there a problem? Is it worth solving? -- Terry Taggart UOP Faculty
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Discussion Question Week 1 DQ 2 Due Week 1 Day 3 Based on the assigned scenario, answer the following questions: What does the ideal end-state look like? What are the goals that define it? -- Terry Taggart UOP Faculty
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Discussion Question Week 1 DQ 3 Due Week 1 Day 3 How is strategic planning different from strategic implementation? Strategic planning is a step-by-step process with definite objectives and end products that can be implemented and evaluated. Simply, it is a process by which we look into the future, paint a picture of that future based on current trends, and influence the forces that will affect us. Strategic planning looks three to five years ahead. It charts a definite course based on strong indicators of what the business environment will be like in those years. Indicators include—but not limited to—census demographic statistics, economic indicators, government policies, and technological advances. The overall goal of strategic planning is to produce a workable plan. Some elements of strategic planning include: 1. Environmental Issues and Trends— Factors that may impact the organization and the way it conducts business. Internal issues include staff, services, skills, resources, and needs. External factors include such things as threats of outsourcing. 2. Needs Survey— Provides information from clients and peer companies. The prioritized needs and expectations resulting from the survey are crucial as a basis for setting objectives. 3. Mission Statement— Defines the organization’s fundamental reason for existence and establishes the scope of its business. 4. General Objectives— Broadly describes the results of what the organization wants to achieve in light of needs and relevant issues. 5. Strategies— Specific, measurable actions and directions designed to reach the objectives established. Strategies are fulfilled through creation, continuation, change, or elimination of programs.
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The mission statement, general objectives, and strategies are the meat of the plan. The issues and results of the needs survey are the input into the plan, and they provide the basic assumptions for developing a realistic and feasible plan. Below is a list of essential elements (not all inclusive) for successful strategic implementation: There must be potential benefits from planning for the CEO and the organization as a whole. Strategic plans must be explained, applied, and implemented so that the relevant managers can understand them. The plan must identify parts of the business that can be planned for
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This note was uploaded on 09/19/2011 for the course STATEGIC O 590 taught by Professor Smith during the Spring '11 term at University of Phoenix.

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UofP - MBA590 - DQs - Week One - 12-05-05 - Discussion...

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