1. How Managers Think About Management
For My Friends in BSAD 101
By Thomas Hilton

2. Topics What is Management? Who Manages What? Strategic Planning
Definition/Purpose
Context
Deliverables
Method

3. What is Management?
Planning
Organizing
Directing
Controlling
To achieve agreed-upon goals
Is management the same as leadership?
Strategies, goals, tasks
Teams, departments, divisions
Policy development
Policy Enforcement

4. Who Manages What? Strategic Management Long-range Medium-range
Short-range
Tactical Management
Technical Management
Sales & Operations & Accounting Human Research & Marketing Manufacturing & Finance Resources Development

5. Definition: Strategic Planning
Strategic Planning is a procedure for determining the
direction in which an organization needs to move to fulfill its mission
basic objectives of an organization and allocating resources to their accomplishment

6. Definition: Strategic Plan
A strategic plan is a document that
results from strategic planning
contains the mission, direction, goals, etc. of the organization
acts as a road map for carrying out the strategy and achieving long-term goals

7. Deliverables/Results
Coordination of All Parts of the Organization
Sense of Direction, Ethos
Sense of Ownership, Membership, Motivation
Strategic Planning Document

8. Method Identify , develop, document… Strategic Planning Team
Stakeholders
Scope of Plan
Environmental Influences
Core Values
Mission
Vision
Goals
Objectives
Tasks

9. Strategic Planning Team
Influential (or at least credible)
Representative (or consultative)
Few in number
Broad viewpoint

10. Stakeholders Recipients of organization output
Providers of organization input
Members of the organization
Many in number (sample them)
Narrow viewpoint

11. Plan Boundary/Scope Negotiable
Revisit as needed throughout planning process
Approximate the client’s scope of practice
Establish accountability

12. Trends in the Environment
Markets
Competitors
Regulations
Staffing
Capital
Technology

13. Core Values Moral justification for organization’s existence Permanent
Internalized organization-wide
Ideological

14. Mission Main area(s) of organization accomplishment Nearly permanent
Shared organization-wide
Conceptual

15. Vision Chosen instantiation of the mission Rarely changes
Accepted organization-wide
Broadly Contextual

16. Goals Components of the vision
Change slowly as accomplished (or abandoned)
Accepted by appropriate divisions in the organization
Specifically Contextual

17. Objectives Components of each goal
Change per planning cycle (five years?)
Accepted by appropriate departments within divisions of the organization
Measurable (often via surrogates)

18. Tasks Components of each objective Change relatively often (annually?)
Accepted by appropriate persons/work-groups with budget, deadline, and deliverables
Performable, directly measurable

19. Timing Considerations
Complete in Days or Weeks
Revise Annually (Quarterly?)
Most Revision in Tasks, Objectives, Goals