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STRATEGIC MANAGEMENT

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Mark Solis

on 21 July 2015

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Transcript of STRATEGIC MANAGEMENT

STRATEGIC MANAGEMENT
design by Dóri Sirály for Prezi
Phase/function
Task
Description
Planning
Mission & Goals
Analysis
Formulation
Action
Assessment
Implementation
Monitoring
Understand where the special purposes for w/c the organization exists & form a vision of where the organization needs to be headed
Examine the external environment and internal resources
Craft a strategy to reach the objectives
Craft out the chosen strategy in an economical and timely manner
Evaluate performance and make adjustments in light of experience and changing conditions.
STRATEGIC MANAGEMENT PROCESS FLOW
Vision Statement
Mission Statement
External Environment
School Profile
GOAL
Annual Objectives
Operating Strategies
Policies, Institutionalization, Evaluation
VISION, MISSION AND GOALS
VISION- a desired future state of the organization
Provides an explicit sense of direction & purpose
Relates to the intended purpose of the school expressed in terms of values
Serves as an inspiration
Closely identified by school
MISSION-explains over-all aim and philosophy
More specific expression of the values of the institution
Vehicle for translating the inspiration into reality
MODERN SCHOOLS SYSTEMS crafts a vision-mission statement
Analysis
External appraisal(environment scanning)
Self-Examination(strategic audit)
SWOT analysis-join external appraisal and self-examination


INTERNAL
EXTERNAL
 Strong Parental involvement
 Dedicated highly trained staff
 Disciplined environment

 Lack of Training & Leadership and Management
 Inadequate budget
 Limited Facilities

 Strong Business community
 Universities nearby
 Supportive local Government
 Available Technology

 Economic Crisis
 Unstable peace and
order

POSITIVE
NEGATIVE
POSITIVE
NEGATIVE
ORGANIZATIONAL STRUCTURE
-defines how activities such as task allocation, coordination and supervision are directed towards the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.
Pre-bureaucratic structures
This structure is most common in smaller organizations and is best used to solve simple tasks. The structure is totally centralized. The strategic leader makes all key decisions and most communication is done by one on one conversations.

Bureaucratic structures

Better suited for more complex or larger scale organizations, usually adopting a tall structure, decision-making authority has to pass through more layers than flatter organizations.


MONITORING
Timely appraisals to alert managers to problems before they get out of hand.
2 Basic Activities
1. Gap Analysis
2. Taking corrective action to make performance conform to plans.


ISSUES AND CHALLENGES
*Uncertainty about the future
*Conventional strategy or not
*Stability versus development
*Information demands
*Making time
*Question Spirits


CHALLENGES IN SM FOR SCHOOLS
• Unique characteristics of teaching and learning
• School is a complex organization

Purposes of the School w/c depend on value positions
Dual Client
Restricted client choice
Clients do not directly pay for the service
Funding is not directly related to the need
Professional standards set by the national inspection
Legal Requirements to follow a curriculum
Difficulty in measuring outcomes.

Not a field or discipline but a part of the study of organization (Snow). Is the process by which managers set an organization’s long-term course, develops plans in the light of internal and external circumstances, undertake appropriate to reach those goals.
Application in various organizations including schools organizations are more like than they are different(Bozeman)

Principles of STRATEGIC MANAGEMENT
STRATEGIC PLANNING - Major function of Strategic Management
STRATEGIC MANAGEMENT - encompasses mapping out strategy, putting strategy into action and modifying then implementing it to reach desired goals.

STRATEGIC PLANNING VS. STRATEGIC MANAGEMENT
STRATEGIC PLANNING AND EVALUATION are the favorite role of Principal Laura Crochet
:
“I guess I gravitate toward it because it allows me the luxury of creating a vision in a job that is so much day by day or should that be minute by minute?”

STRATEGIES TO IMPROVE PERFORMANCE
When a Vision becomes a Reality: Effective School Management Strategies(Carr,2007
Good to Great Schools
The Synergeia Schools
Research papers of:
-Levine and Lezotte,1995
-Mohrman et al, 1994



Post-bureaucratic
The post-bureaucratic organization, in which decisions are based on dialogue and consensus rather than authority and command, the organization is a network rather than a hierarchy, open at the boundaries (in direct contrast to culture management); there is an emphasis on meta-decision making rules rather than decision making rules.


What's up?
MISSION AND VISION: To improve students a supportive school environment that promotes excellence learning.
GOAL 1: SUPPORTIVE SCHOOL ENVIRONMENT
Strategy 1: Share Mission and Goal
Strategy 2: Involves Stakeholder
Strategy 3: Make information available and accessible actions

Goal 2 : STUDENT PERFORMANCE
Strategy 1: Develop a Strong Teacher Profession Culture
Strategy 2: Conduct Practice-Oriented Training Development
Strategy 3: Supervise and Evaluate Instruction
Strategy 4: Monitor Student Progress

Image of the Principal
-Leader, Visionary, and educator, chief administrator, teacher, manager, an agent of change, team leader/player, decision maker, mentor.
Strategic Behavior of a School Manager

Combine Professional Will and Humility
First who…. Then what?
Confront the brutal facts of reality
Establish and maintain good interpersonal relationship
.
Strategic management is comprised of five essential components, termed “VOSIC”: vision, objectives, strategy, implementation, and correction.
Pay ongoing attention to external factors-technologies, economic, political, and social that affect the organization’s ability to get where it wants to go.
Establish and keep a match among those external factors and internal organization variable resources, employee’s special skills.
It is not something that can be done at the front end of an operation and then dropped; it entails feedback and learning.
Benchmarking is a very useful tool for determining whether a company is performing particular value chain activities and functions as efficiently as other companies.
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