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Assignment 3

To implement a strategic plan, an organization must: 1. Consult stakeholders to confirm the mission, vision, and values, obtain input on strategic plans, and brief relevant parties. 2. Analyze both the internal environment like capabilities and the external environment like economies and regulations. 3. Develop the strategic plan by outlining the vision, mission, goals, and prioritized actions needed to achieve the goals.

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241 views3 pages

Assignment 3

To implement a strategic plan, an organization must: 1. Consult stakeholders to confirm the mission, vision, and values, obtain input on strategic plans, and brief relevant parties. 2. Analyze both the internal environment like capabilities and the external environment like economies and regulations. 3. Develop the strategic plan by outlining the vision, mission, goals, and prioritized actions needed to achieve the goals.

Uploaded by

nav randhawa
Copyright
© © All Rights Reserved
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Download as DOCX, PDF, TXT or read online on Scribd
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Assignment 3

1. Briefly describe what strategic planning is and the processes


The strategic planning process will take you outside of your organisation's everyday
operations and give you the big picture of what you are doing and where you are going as an
organisation. Instead of only looking at things on a regular basis, the strategic planning
process will provide you with insight about what you and your company want to achieve and
how you can go about doing it. The main arrangement procedure will allow you to respond to
association-related enquiries:
 Who are we then?
 What cap do we have? What are we going to be able to do?
 What problems do we claim we appear to have?
 Why do we want to be important?
 What basic issues do we have to respond to?
 Where would it be a good idea for us to allocate our assets or what should be our
requirements?

2. What is a mission statement and what are the four components ?


An exact representation of what an association does is a vital justification for
remaining. It should represent the organisation in which the association is. It is a
description of "why" the relation occurs at the moment. Any person from an
organisation should have the opportunity to communicate this strategy orally.
 There will be four parts to a declaration of purpose:
 What the partnership or mission is
 What the company or mission plans to achieve or accomplish
 Who the job is going for-the goal gathering-and for what its identity is
done
 How it does its job, what methods it uses in general terms
3. How would you get the information you need from stakeholders to begin
to develop a strategic plan for your organisation?
They need to consider the basis of their input to obtain the data from the stakeholders. You
should give a brief to your stakeholders who want to participate. You should unmistakably
plot the scene for the gathering, and the time you need the partner to appear, on the off
chance that the data will be accumulated up close and personal. It is essential that before they
give input, the partner can be given data.
 Consult with relevant stakeholders and connect efficiently to:
 Confirm or update the mission , vision and principles of the organisation.
 Validating study and review results
 Obtain input and approval of strategic plans
 brief relevant parties with respect to the strategy

4. What kind of decision can be made from organisational value ?


Based on your organisational principles, the kinds of decisions that you need to make can
include:
 Should we work with this group of individuals, or with this project or organisation?
 Should we be investing cash on this?
 Is it worthwhile what we do or will the cash be better used on something else?
 May we apply a tender for this unique work?
 Is our way of doing this project compatible with our values? What do we do, if not?
 Is the work we do matched with our specified values?

5. What questions could you ask to determine who your stakeholders are?
In order to identify how they will probably feel about your exercises and respond to them.
You will need to consider how best to involve them in your assignment and how to speak
with them both viably and efficiently.
You can ask the following questions in order to decide:
 What cash or enthusiastic premium do they have in relation to your work as a result?
Is it negative or positive?
 What motivates them?
 What data from you do they need or need?
 What is the most appropriate way to talk about them?
 Is their evaluation of your exercises based on excellent data?
 Who has an impact on their feelings by and large?
 How will you be able to win them over to support your business?
 How are you going to comply with their limitations, if any?
 Who else could be influenced by the conclusions they make?

6. How would you analyse the internal and external environment?


A few people say that the natural sweep can include the interaction of only outside variables,
such as: economies, enactment and government activities, socioeconomics, consumer habits,
etc. Despite this, a substantial piece of any situation is ignored. It is suggested along these
lines that you also do a natural interior check. An internal ecological performance means
taking a gander at the association's capabilities-equipment , personnel, structure, capabilities,
and structure-and that knowledge can be compared with what the association will need later
to achieve its critical goals.

7. What is involved in writing a strategic plan?


A main arrangement is to organise, made by a corporation or association, to outline how it
can accomplish goals and set an organisation so that the whole organisation knows what is
going to happen and what is natural. Basically, it provides a 'formula' on how to fulfil an
articulated vision, for the chosen objective market, and how each and every time a company
serves customers efficiently, effectively and beneficially. As a methodological structure, the
board device for critical thought, display structure, enhancement of products and preparation
of field-tested techniques is also filled in. The aim is to integrate all components of the
company's operations into a generally strong structure.

The five components recorded below are the production of a practical and achievable vital
strategy;
 Vision
 Statement of Purpose
 Critical factors in progress
 Plans and steps for goals
 Prioritized Plan of deployment

8. What do you need to attend in order to implement the strategic plan?

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