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FORMULATING STRATEGY APAMSA Leadership Development Module
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Formulating Strategy Establish a plan or strategy to accomplish major goals or objectives Planning may involve: budget management allocation of resources scheduling of events provision of services assignment of responsibility Task-Oriented Behaviors Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
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Task-Oriented Behaviors Formulating Strategy Varied strategies may be used to address different activities (e.g., cost-limitations vs. service quality vs. public demand) Identify one long-term goal your organization has in the Asian Pacific Islander community and briefly describe a strategy to accomplish this objective Leadership Challenge (7)
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Formulating Strategy Long-term goals Strengths and weaknesses Identify competencies Need for change Promising strategies Outcome Analysis Involve others Guidelines For Formulating Strategy Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
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Formulating Strategy Establish long-term goals and priorities based on the mission and vision of the organization Strategies are developed in order to accomplish these goals through effective team activities Long-Term Goals Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
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Formulating Strategy Strategic planning revolves around application of strengths and development or compensation for weakness Periodically analyze team performance to assess progress or setbacks for each activity Strengths & Weaknesses Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
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Formulating Strategy Recognize the knowledge base and skill sets of team members, and build upon it Engage in activities that utilize these strengths Improve team function through educational workshops and after-activity reviews Identify Competencies Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
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Formulating Strategy Interpret activity outcomes and team performance to assess need for change Consider if a new strategy or approach is needed to improve work activities Strategies may only need a small adjustment to allow higher performance Need For Change Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
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Formulating Strategy If a change is needed, evaluate and compare a range of possible strategies Reassess your team goals and priorities to guide your selection of the new strategy Team goals and priorities can also be changed to target more favorable activities Promising Strategies Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
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Formulating Strategy Determine likely outcomes of a strategy What are the anticipated benefits and costs for each activity? What do you expect to change following the implementation of a new strategy? Outcome Analysis Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
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Formulating Strategy Brilliant decisions are often the concoction of several minds Develop and discuss multiple strategic plans with other team members Reach a consensus or majority vote to determine the best strategy to implement Involve Others Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
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Task-Oriented Behaviors Formulating Strategy Varied strategies may be used to address different activities (e.g., cost-limitations vs. service quality vs. public demand) Utilize the Guidelines for Formulating Strategy to develop an effective plan to accomplish important objectives for the organization Summary
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Task-Oriented Behaviors Formulating A Vision Our next module discusses guidelines to develop a vision that elicits commitment to change Next Topic…
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Task-Oriented Behaviors G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 376-380 Free Management Library www.managementhelp.org/ldrship/ldrship.htm Sources
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