student preparation question for final exam - 8 jan 10
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Preparation Questions for Final exam
Strategic Planning
1. What is the strategic framework? Why strategic framework is important to the strategic
planning? Please define and describe each component of strategic framework.
- The strategic framework
A clearly stated vision;
Clearly articulated values;
A mission, articulated in a mission statement;
The overall goal of the project or organization;
The immediate objective of the project or organization;
The key result areas on which the project or organization intends to focus;
An understanding of the gapsbetween where an organization is and where it needs to be to
achieve its goals and objectives and of the forces that are likely to help and hinder it.
- Strategic framework is important to the strategic planning
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- Component of strategic framework
Vision Statement:- guides them in their work and which they believe can be achieved if enough projects and
- Organizations share the vision and work towards it.
Values: are your core beliefs and principles. They define why you carry out your mission
the way you do and help develop strategic objectives and work plans.
Mission Statement:
- Foundation of the organizations purpose
- Identify the organization, the constituency, and the services in one to three precisely
worded sentences.
- Frequently found in or adapted from the bylaws or articles of incorporate.
- The mission is to provide services of the highest and value to its members to preserve and
improve skill, responsibility and integrity in the industry
- Recognize that the membership general contractors and associates is the most
important asset of the organization.
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- The highly satisfied chapter member is our most important goal.
Goal:
Goals are the major thrusts for the organization
The planning process should result in three to seven goals.
They should be SMART: Specific, Measurable, Attainable, Relevant, and Timely.
Immediate objective: which describes the specific situation which the project or organization
hopes to bring about.
Key result areas: define the outputs that are needed to achieve the immediate objective of a
project or organization.
2. Four common formats of strategic plan (one program agency, department/agency with more
than one program, department/agency with multiple programs, large department withmultiple agencies and programs) have been applied wisely in strategic planning development.
Please describe each format followed by an example. As a strategic developer, how do you
apply these common formats?
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3. Key result areas in strategic planning are important to achieve planning mission, goals, and
objectives. If you were developing a strategic plan for market development and linkages,
how do you define your key result areas? Please describe processes of developing key result
areas and also provide your example along the explanation.
4. There are five types of performance indicators in strategic plan. Please describe these five types
of performance indicators. When will each type of indicators be used or apply?
a) input,
b) output,
c) outcome,
d) efficiency, and
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e) quality - as well as explanatory notes may be used to build a balanced set of
performance indicators.
a) Input Indicator:
Identify the resources needed for provide a particularly services
Inputs include labor, materials, equipment, facilities, and supplies.
b) Output Indicator:
Measure the amount of products or services provided or number of customers served.
Volume driven and focused on the level of activity in providing a particular program.
Useful for resource allocation decisions
c) Outcome Indicator:
Measure results and assess program impact and effectiveness
Show whether or not expected results are being achieved.
Policy makers are generally most interested in outcome indicators.
d) Efficiency:
Reflect the cost of providing services or achieving results.
Efficiency measures can also portray the relationship of inputs to outputs (or outcomes)
Efficiency indicators can gauge the timeliness of service provided
Use to justify equipment acquisitions or changes to systems or processes.
e) Quality:
Reflect effectiveness in meeting the expectations of customers, stakeholders, andexpectation groups.
Measure reliability, accuracy, courtesy, competence, responsiveness, and completeness
associated with product or service provided.
Quality measures are often considered to be outcomes.
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5. In the strategic formulation, you require to carry-out resources allocation according to
priorities of the strategy and also translate your planning activities into budget plan. How do
you conduct your resource allocation and how do you translate your planning activities to
budget plan?
Source allocation:
- Resource needs associated with strategies human effort, materials, and facilities
required to implement and accomplish goals and objectives.
- Identify continuation funds as well as needed enhancements.
Translate your planning activities to budget plan:
- Annual operational plans and budgets indicate how the strategic plan will be
operationalised- Capital outlay plans and budget link capital resources with strategic plan
- Resources requested should be related to organizations strategic plans and priorities.
- Performance indicators are used to show service levels associated with resources
allocation level
- Resource needs are refined and requested through the development process.
- Objectives, strategies, and performance indicators that reflect a continuation of existing
service levels are identified in the operational plan
- Objectives, strategies, and performance indicators that reflect new or expanded services
are detailed on the new
6. After completion of your strategic planning formulation, you require to carry out change
management in your organization to avoid your staff struggling with new changes. How do
you conduct your change management? When will be the best time for carrying out change
management with your staff?
Conduct Change Management:
Your strategic planning process may result in some things in the organization changing, either in
terms of the work done or in the internal structuring of the work. People struggle with change.
They may need help to accept and respond positively to change.
Best time to carrying out change management:
Make sure everyone understands the change and why it is necessary. Even if people
have been part of the strategic planning process, they may need the implications of
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decisions explained to them afterwards. Where the change affects people outside the
organization, explain it to these stakeholders as well. For example, if all your support
has previously gone to civil society, but you have now decided it will be strategic to
work with government as well, make sure the civil society stakeholders understand why
you have taken this decision and what the implications will be for you, and them.
Respond to people's ideas and feelings. Let them express their concerns and respond to
them. If you cannot agree, at least be empathetic about the feelings that are generated by
change.
Develop a planned process of change and share this with everyone in the organization or
project so that people know what to expect and when to expect it.
Implement change.
Consult, support, give feedback during the change process.
Acknowledge and celebrate successful change.
7. Functional organizational structure has been applied for agencies with single or narrow
product focus. Your organization is working with different provinces in Cambodia and
responsiveness to local market condition, but still focused on single and narrow products.
Are this functional structure still relevance management structure? If not, what
implementation structure will you choose to work with and why do you choose that
structure? Please provide your justification.
No, the old functional structure is not relevance to this management structure anymore.
Geographic organizational structure is best type to use for this situation because:
Strategic Advantages Strategic Disadvantages
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1. Allows tailoring of strategy to needs of each
geographic market.
2. Delegates profit/loss responsibility to lowest
strategic level.
3. Improves functional coordination within thetarget market.
4. Takes advantage of economies of local
operations.
5. Provides excellent training grounds for
higher-level general managers.
6. Poses problem of deciding whether headquarte
should impose geographic uniformity or geograph
diversity should be allowed.
7. Makes it more difficult to maintain consiste
organization image/reputation from area to area8. Adds layer of management to run the geograph
units.
9. can result in duplication of staff services
headquarters and district levels.
8. Implementation of strategic plan requires understanding all management aspects. Amongst
these aspects, management ethics and social responsibility have been a major concern andneed all managers acknowledge during implementation of the strategic plan. What is
management ethics and social responsibility and how will these management ethics help to
success of strategic implementation?
Management Ethics:
- Companies should be operated in a socially responsive way for the benefit of all
stakeholders and it believe that manager will behave in a ethical manner.
- Ethics refers to the moral principles that reflect societys beliefs about the action of an
individual or group that are right and wrong .
- The ethical standards reflect not a universally accepted code, but rather the end product
of a process of defining and clarifying the nature and content of human interaction.
Social Responsibility:
The various stakeholders of a firm can be divided into:
- Inside stakeholders
- Outside stakeholders
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- Each firm regardless of size must decide how to meet its perceived social responsibility.
Corporate social responsibility is the idea that a business has a duty to serve the society in
general as well as the financial interests of its stockholders.
9. What are monitoring and evaluation systems and what is the value of the system? The M&E
approach have been use to assess for relevant, efficiency, effectiveness, and impact. If you were
recruited as independent consultant to conduct assessment of the achievement of strategic
implementation, how do you apply the M&E approach?
Monitoring and evaluation system address the following question:
- Does the strategic plan address our needs? (Relevance)
- Are we using the resources wisely? (Efficiency)
- Are the desired results achieved? (Effectiveness)
- To what extent have strategies brought about changes for the betterment of individuals
and/or community? (impact)
M&E approach:
- Monitoring is continuous and focuses on:
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output and
activities.
Results of monitoring lead to changes at the level of strategic planning.
- Evaluation take place:
at the intervals and
look at all previous stages.
Results of an evaluation lead to changes at the strategic planning level (level-III).
10. Please compare implementation structures of functional organizational structure and matrix
organizational structure. If youre nominated to become a manager to implement the strategy,
between these two structures, which structure would you like the most? Could you justify your
preference?
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11. After graduation from the Norton University, you are immediately hiring by a consultant
company to conduct monitoring and evaluation of a strategy, what documents and information
will you be looking before starting your works and what activities will you carrying out duringmonitoring and evaluation process?
Document and Information:
1. Strategy plan
2. LogFram
3. Annual Plan
4. Work Plans
5. Financial Reports
6. Evaluation Report (if available)
7. Geographical target group
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Monitoring and Evaluation Process:
Stage Monitoring Evaluation
Planning Decide what information needed
and who needed. Decide how
can get it and who should
responsible to collect it, etc.
Setting the objectives for evaluation.
Decide what information is needed,
consider how it can be collected, etc.
Preparation Design and test any data
collection records, train staff
whos responsible for
monitoring, inform
implementers of the monitoring
system
Design data collection tools, decide hot
to select sample, train evaluation staff,
and make arrangement of places
Data collection Collect the agreed upon
information on a routine basis,
monitor the functioning of
system
Collect & study existing information
(reports, proposal, slide, etc.)
Analysis and
check
Compare collected data with
agreed indicators, and notedifferences, identify any other
issues, look for cause of any
problems and identify for action.
Tabulate data, interpret the results and
draw conclusions, decide onrecommendations, check analysis with
key informants
Reporting
results
Document data and findings,
provide feedback to strategic
management and implementers
Summarize data in table and graphs,
write the final report
Use of results Use results to improve
management and
implementation of strategy
Define priorities, plan the
implementation of priority
actions/change
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12. There are three levels of strategic management. You have been recently nominated to a Manager
for a Company. Your roles are to transform the statements of direction and intent generated
these statements into concrete objectives and strategies, also determine market arena. Based on
your roles and responsibilities, what level of management do you think you falling in? Why do
you choose this level, please provide your justification of not choosing the other two levels and
how do you make decision?
I am failing in Functional level of management because:
- Functional level composed principally of managers of product, geographic, and
functional areas. They develop annual objectives and short-term strategies in areas of
production, operation, research and development, finance and accounting, marketing, and
human relations.
Making Decision:
Functional level decisions implement the overall strategies formulated at the corporate
and business levels. They involve action-oriented operational issues and are relatively
short range and low risk. Functional-level decisions incur only modest cost because they
depend on available resources. Common functional-level decisions include:
Decision on generic versus brand name labeling
Basic versus applied research and development
High versus low inventory levels,
General purpose versus specific purpose production equipment
Close versus loose supervision
13. Why strategic managers consider strategic management is a process and systematic management.
Please describe briefly of the process.
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At this point of strategic management process, managers have a decidedly market-
oriented focus as they formulate strategies and begin implementation through action
plans and functional tactics.
Take the internal focus done efficiently and effectively to implement the strategy
successful.
There some questions require asking at this stage:
a) Whats the best way to organize ourselves to accomplish the mission?
b) Where should leadership come from?
c) What values should guide our daily activities what should the
organization and its people be like?
d) How can we shape rewards to encourage appropriate action?
14. Please describe how do you conduct resource allocation for your strategic plan.