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Planning

Implementation

Evaluation
 |trategic Management
Involves four processes:
1. |ituational Analysis
2. |trategy Formulation
3. |trategy
Implementation
4. |trategic Control
 |
  

-philosophy of managing that attempts to
orchestrate a fit between the organization¶s external
environment and its internal situation

EXTERNAL INTERNAL
ENVIRONMENT |ITUATION
Vision, Human
Values, Resources,
Political, Culture, Marketing,
Regulatory, Finance, Information
Economic, Technological, Organization |ystems
|ocial, Competitive
 |
  

-philosophy of managing that attempts to
orchestrate a fit between the organization¶s external
environment and its internal situation

EXTERNAL INTERNAL
ENVIRONMENT |ITUATION
Vision, Human
Values, Resources,
Political, Culture, Marketing,
Regulatory, Finance, Information
Economic, Technological, Organization |ystems
|ocial, Competitive
 |
   
] Is the actual process
of creating strategy
] Identifying the desired
future of the institution
and developing
decision guidelines
] Results in a plan or
strategy
] Organization-specific
 Linking |trategy Formulation with
|ituational Analysis: Check Procedure
|trategies selected by the organization should«
« address external opportunities or threats
« draw on internal strengths or fix weaknesses
« keep the organization within the parameters of the mission
« move the organization toward the vision
« make progress toward achieving one or more of the orgznl goals
 enefits of being |trategic

a. Pro active, data driven and forward looking.

b. Institution will have a self-concept, specific goals,
guidance and consistency in decision making
c. Leaders would understand the present, think about
the future and recognize the signals that suggest
change
d. There will be both vertical and horizontal
communication
e. Overall coordination within the organization will be
improved
f. Innovation and change will be encouraged within the
organization
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A compelling and delicious Vision
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opport un ities. The Prod uct/M arket Gr id ha s two dime nsions: prod ucts an d
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