STRATEGIC PLANNING AND MANAGEMENT Rational Sequential and Analytical

STRATEGIC PLANNING AND MANAGEMENT Rational, Sequential and Analytical Strategizing

Strategizing �Setting institutional goals and finding the best means to reach those goals �Bridges the chasms between where an organization is today and where it wants to be tomorrow �The best means by which an organization can achieve its desired ends

Rational, Sequential and Analytical Strategizing: Two Processes

1. Top Down Process 1. Vision - an idealized state desired three or ten years down the strategic road 2. Mission – articulates the reason for being or basic purpose for establishing the organization 3. Objectives – strategies from vision and mission, which are measurable end-results

4. Key Result Areas (KRAs) – specific manifestations that the objective is being attained which are qualitative statements 5. Performance Indicators (PIs) – quantitative statements, necessary to generate alternative strategies 6. Action Programs – cascade into group activities and individual tasks 7. SPATRes – strategies, programs, activities, tasks, and resource requirements

2. Bottom Up �Grounds the organization to the realities of the environment it operates in. ◦ External environment – area, industry or sector affecting or being affected by the organization ◦ Interior environment – resources, manpower, systems, processes, capabilities and constraints

� Determine the opportunities and threats (OT) in the external environment in relation to its vision, mission and objectives (VMO) � Distil the strengths and weaknesses (SW) of the organization according to the same VMO � Juxtaposes the OT from external environment with the SW of the internal environment

The SWOT Matrix Internal/External Environment Assessment 1. 2. 3. 4. Strengths 1. 2. 3. 4. Weaknesses Opportunities 1. 2. 3. 4. S-O Strategic Options W-O Strategic Options Threats 1. 2. 3. 4. S-T Strategic Options W-T Strategic Options

Generating Strategic Options 1. S-O : “How can strengths be employed to take advantage of the opportunities? ” 2. S-T : “How can strengths be used to counteract threats that tend to hinder the attainment of VMO and the exploitation of opportunities? ”

3. W-O : “How can weaknesses be overcome to take advantage of or exploit the opportunities? ” 4. W-T : “How can weaknesses be overcome to counteract threats that tend to hinder the attainment of the objectives (VMO) and exploitation of opportunities? ”

� Top – down approach – employed to set high aspirations and to dream od challenging possibilities � Bottom-up approach – used to anchor the organization on the realities of the marketplace and the existing capabilities and constraints of the company �“ The two approaches can be used together”

Crafting the VMGO

Where From above? are the men working? Down below?

Draw your vision of:

An ideal Filipino student

An ideal Filipino teacher

An ideal Filipino School Head

An ideal Philippine school

Workshop: � Craft your school vision and mission

Vision is the �WHAT - Expression of a destination towards which the school should aim. “By 2030, Dep. ED is globally recognized for good governance and for developing functionally-literate and God-loving Filipinos”

Vision Statement �Does the vision statement capture fundamental beliefs and values of the school? �Does the vision provide a clear direction for the school? �Is the vision written in present tense? �Is the vision written as an “end” and not as a process?

Guide Questions � Is the vision statement inspiring and challenging? � Is the vision statement brief enough to be memorized? � Does the vision statement give meaning to what the school is doing? � Does the vision statement capture our imagination and inspire performance of the members?

Mission is the � WHY - Reason for existence of the school - What an organization was formed to do. “To provide quality basic education that is accessible to all and lays the foundation of lifelong learning and service for the common good”

Mission �What is the purpose �What are the services/[products �Who are the primary clients �What sets the school apart from other organizations �What are the core competencies?

Guide Questions � Does the mission statement reflect the fundamental beliefs and values of the school? � Is the mission statement aligned to the vision? � Does the mission statement clearly state what business the school is in? � Is mission statement broad enough that all the stakeholders can see how they can contribute? � Does the mission statement answer what and for whom we do want to do? � Does the mission statement convey the unique qualities of the school?

Thank you