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Стратегическое планирование и его значение

рефераты, английский язык

Объем работы: 23 стр.

Год сдачи: 2016

Стоимость: 300 руб.

Просмотров: 43

 

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Abstract……………………………………………………………………………………….. 3
Introduction……………………………………………………………………………………. 4
Chapter 1. From planning to strategic management and beyond…………………………….. 5
1.1. Any aspect of management theory……………………………………………. 5
1.2. From long-range planning to corporate planning…………………………….. 7
1.3. Strategic management…………………………………………………………. 10
Summary…………………………………………………………………………… 12
Chapter 2. Strategic management: success or failure?................................................................ 13
2.1. Planning does pay……………………………………………………………… 13
2.2. Is strategic management of benefit?.................................................................... 14
Summary…………………………………………………………………………… 16
Chapter 3. The environment: assumptions in planning…………………………………….. 17
3.1. Components of strategic management………………………………………… 17
3.2. Statistical projections…………………………………………………………. 20
Summary…………………………………………………………………………….. 20
Conclusion……………………………………………………………………………………... 21
References…………………………………………………………………………………….. 22
Glossary……………………………………………………………………………………….. 23
Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategy has many definitions, but generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources). The senior leadership of an organization is generally tasked with determining strategy. Strategy can be planned (intended) or can be observed as a patte
of activity (emergent) as the organization adapts to its environment or competes.
Strategy includes processes of formulation and implementation; strategic planning helps coordinate both. However, strategic planning is analytical in nature (i.e., it involves "finding the dots"); strategy formation itself involves synthesis (i.e., "connecting the dots") via strategic thinking. As such, strategic planning occurs around the strategy formation activity.

There is broad agreement among nonprofit leaders and experts that planning is a critical component of good management and gove
ance. Planning helps assure that an organization remains relevant and responsive to the needs of its community, and contributes to organizational stability and growth. It provides a basis for monitoring progress, and for assessing results and impact. It facilitates new program development. It enables an organization to look into the future in an orderly and systematic way. From a gove
ance perspective, it enables the Board to set policies and goals to guide the organization, and provides a clear focus to the Executive Director and staff for program implementation and agency management.
Most organizations understand the need for annual program objectives and a program-focused work plan. Funders require them, and they provide a basis for setting priorities, organizing work, and assessing progress. A growing number of Hispanic community-based organizations go beyond funder requirements to develop annual objectives and operating plans which also include a systematic plan for resource development, organizational development, and in some cases Board development. Most groups find it practical to define objectives for a 12-month period, and to design strategies and programs to meet them.
In fact, planning is no less important in a changing environment; it may well be more important. Most Hispanic community-based organizations exist to serve a specific community. To do that, they need to be very clear on community needs and then work to address them through similarly clear organizational missions, priorities, target groups, and objectives. If the exte
al environment – funding, the economy in general, gove
ment enforcement of civil rights laws, etc. – is changing or hostile, then our organizations must be that much more effective in defining needs and marshaling inte
al and exte
al resources to meet them. The community's needs will change over...

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