Strategic planning is a process that can allows us to both study and conduct simulations of the future. The process can show hidden opportunities or threats and providing the way to apply on them early. It is a living, dynamic document. It drives your business and must be integrated into every fiber of your organization so every employee helps move the company in the same direction. Strategic planning gives a clear framework with criteria for us to make day-to-day decisions.
CONCEPT 3: THE RELEVANCE OF STRATEGIC PLANNING IN NURSING PRACTICE This concept is taken from Block 2, Module 3 which is entitled as ‘Elements and Process of Administration-1’. Strategy can be defined as plan of action designed to accomplish or fulfill a certain task. Planning is the act of making course of action or formulating plans. Margaret Rouse defined Strategic planning as a review and planning process that is undertaken to make thoughtful decisions about an organization’s future in order to ensure its success. 3.1 Personal context Strategic planning is an important planning process that is of great help to the organization.
Strategic planning plays an important role for an organization. It is a discipline and process to guide decisions, actions and shape what and why the organization is and does. Strategic planning and long-term planning cover several years. However, strategic planning requires organizations to check what it is and its working environment (Christine, 2015). Strategic planning also assists the organization to focus its attention on those key issues and challenges.
Determination of the objectives : The first step in planning is to identify certain objectives. The objectives set must clearly indicate what is to be achieved, where action should take place, who should perform it and when it is to be accomplished. The objectives should be established for the entire organisation and for each and every department. Planning has no utility if it is not related to certain objectives. 2.
The ten steps in strategic plan are (Jerald, Greenberg, 2013): 1. define goals 2. define the scope of products or services 3. Assess internal resources 4. Assess external environment 5. Analyze internal arrangements 6. Assess competitive advantage 7. develop a competitive strategy 8. communicate the strategy to stakeholders 9. implement the strategy 10.
From the 1960s onward, there was a shift away from the traditional, land-use planning towards more strategic spatial planning methods and policies. This strategic shift formed “part of a movement to recompose governance relations, to break away from the functional/sectoral organisation typical of many regional and local governments”. It also reflected the “recognition of the eroding influence of national party politics in local political organisation and responded to reductions in national-level finance for local governments”. (Albrechts, Healey and Kunzman, 2003) Albrechts (2010) interprets strategic spatial planning as a “transformative and integrative public-sector-led social-spatial process”. The purpose of spatial planning is to create a cohesive, overarching, long-term vision for the territory and a framework which intends to influence decision-making at a lower level acting as a point of reference and justification for more detailed, localised plans.
Recognizing an organization’s mission and values in the strategic planning process is always the first step. To a few organizations, this step would include revisiting and occasionally reworking the mission and values if necessary. To some organizations, it would be the first time they are sitting their mission and values. “Mission statements define the nature, purpose, and role of organizations; focus resources; and guide planning” (Keeling 213). They represent the route wherein the organization is proceeding.
The first step is reviewing your company’s vision and mission statement. Therefore, from your mission statement, you could be able to define your goals leads into specific objectives. After setting goals and objectives, an analysis of the current situation is needed to help an organization define and measure progress toward
According to Gorge Steiner (1969), planning is a process that begins with setting objectives, defines strategies, policies, and detailed plans to achieve them. Essentially, all strategic planning deals with at least one of the three key questions (Bradford and Duncan, 2000): (1) what we do, (2) for whom do we do, and (3) how do we excel. All these questions have different replies and purposes specific to the organization. Normally none of the organization has convergence on the issues of strategic choices and each one is distinctively different from others. According to Courtney (2003), scenario planning is the perfect tool for the managers in highly uncertain and turbulent business environment.