Strategic Planning in Leadership Case Study

Strategic Planning
Strategic Planning

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Strategic Planning

Strategic planning is a detailed step by step, formulation and implementation of processes that are to be followed by top management of an organization in order to realize the long time objectives. Jhpiego, is an NGO that involves in dispensation of medical services globally aiming much on gynecological aspect. Being an organization which has roots everywhere in the world, its success much be drawn from formulation and implementation of a strategic plan (Rothwell, 1998). Dr. Leslie Mancuso is the foundation’s CEO. Being on the top management of the organization, she has a lot to do with success of Jhpiego’s strategic plan.

Dr. Leslie Mancuso has presented some paramount roles of leaders in strategic planning and management. During the drafting of the strategic plan, leaders need to spearhead crafting of the strategy, setting goals and objectives, formulate the mission and vision, executing the strategy, evaluating performance and also monitoring. In addition, Leslie displays a lot of involvement in any activity that relates to strategy implementation which has enhanced her success in the global organization (sadler, 2003). A leader need to be interested with the implementation of a strategy and hence guide the juniors. Leaders should again should communicate a message of organizational values to the juniors. Such values include justice, fairness and equity.

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In today’s health organizations, strategic planning has a long list of importance. Firstly, the future cannot be predicted therefore, a strategic plan act as a seer in how well organization will be managed for tomorrow (Government of USA, 2005). Secondly, it gives the overall direction to the management, especially to departments such as finance, human resource, marketing and organizational development, strategy. Thirdly, strategic planning provides a benchmark on what is being done now and what ought to be done. These guarantees a brighter future of nay health organization.

Leaders should display their competence using the SWOT analysis strategy (Upvall & Leffers, 2011). They need to strengthen their strengths which will in return appear to override their weaknesses. Some of the talents that should be presented to juniors are visionary, inspirational, strategic and tactical.

References

Government of USA. (2005). Foreign Operations,export financing, and Related Programs Approximations for 2006. New York: U.S. Government Printing House.

Rothwell, W. J. (1998). Linking HRD Programs with Organizational Strategy: Twelve Case Studies from Real world of Training (2nd ed.). New York, USA: ASTD.

sadler, P. (2003). Strategic Management. London, UK: Kogan Page Limited.

Upvall, M. J., & Leffers, J. (2011). Global Health Nursing: Building and Sustaining Partnerships. New York: INU Publishers.

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Acquisition Planning

Acquisition Planning
Acquisition Planning

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Acquisition Planning

In this case study acquisition would be an appropriate option because the supply and demand calculations to determine the company equilibrium both in short-run as well as long-run shown that acquisition is a favorable option, and it is essential for the effective measures or interventions to be implemented. This is due to the fact that, this approach is highly imperative to ensure that the company maintains its competitiveness in the market (Andreyeva, Long & Brownell, 2014). 

As a result, increased capital investment in R&D in order to come up with high quality methods and procedures in the Bio Sensor Virus Detector (BSVD) program is highly encouraged. This calls for the need for the company to embark on a continuous and an aggressive process of making sure that there is a consistent improvement of the quality of its products and methods (Saito, 2013). This is a vital consideration with regards to the federal government directive in 2010, in which GAO was given the mandate to conduct an examination of how civilian agencies were undertaking their acquisition planning for services contracts (Saito, 2013).

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In particular, there was a concern on the extent of spending by these agencies in terms of acquisition planning with respect to professional, management and administration to support these services (Saito, 2013). As a result, there was a recommendation for these challenges to be resolved through an elaborate acquisition planning procedure including: cost estimation, written acquisition plans, as well as incorporation of requirements development (Andreyeva, Long & Brownell, 2014). 

Thus, it is clearly evident that these elements are critical for planning, and acquisition planning ought to be closely aligned with elements stipulated in the FAR. Finally, the case study reveals the need to adopt several practices in attempts towards curbing the identified limitations including hiring personnel who have procurement specialization, especially with regards to business issues and cost and price analysis as a key strategy towards providing a guideline in helping to prepare key documents concerned with acquisition planning. 

References

Andreyeva, T., Long, M. W., & Brownell, K. D. (2014). The Impact of Food Prices on Consumption: A Systematic Review of Research on the Price Elasticity of Demand for Food. American Journal of Public Health, 100(2), 216-222. doi:10.2105/AJPH.2008.151415.  

Saito, Y. (2013). Managerial Decisions to Discontinue Operations and Future Firm Performance. Available at: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1906125

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Strategic Planning Management in an Organization

Strategic Planning management
Strategic Planning Management

Strategic planning management

Strategic planning management is a process that aims to predict future events and plan for them. Strategic planning management is faced by many problems including frequent criticism, skepticism, poor leadership, lack of consensus, over ambition, and lack of momentum in the long term. In this paper, we will discuss the common challenges that face strategic planning (Brassard and Ritter, 2010)

Poor leadership is one of the problems that face strategic management teams. If the leaders in an organization do not support the strategic planning management process cannot succeed (National Center for Healthcare Leadership, 2009). Some key leaders show little interest in the strategic planning management process after the strategic planning process has taken off. Sometimes these leaders may fail to show up for important meetings. Other times, leaders fail to provide a mission to guide the strategic planning process. If leaders fail to provide ongoing leadership and a vision for the project plan the process is bound to fail.

Lack of consensus is one of the other challenges that face strategic planning. Most members of the strategic planning team have different ideas about what should be done (O’Dea, de Chazal, Saltman and  Kidd, 2006). Disagreements are likely to occur on the appropriate course of action to achieve the strategic objectives. Unfortunately, the strategic planning process cannot succeed if the planning team fails to reach a consensus.

Setting unrealistic and over ambitious strategic goals is also a major problem in the strategic planning process. Often, the people charged with strategic management are often young, bright, visionary, highly motivated (Rollof, 2009). In most case, these fertile minds often end up coming with over ambitious and unrealistic goals. Getting these over ambitious individuals to abandon their goals can be a cause of tension among the strategic planning team. Overly ambitious goals may overstretch the organizations resources.

References

Brassard, M., & Ritter, D. (2010). Memory jogger 2: Tools for continuous improvement and effective planning. (2nd ed.). Salem, NH: GOAL/QPC. ISBN: 9781576811139

National Center for Healthcare Leadership. (2009). Health leadership competency model. Retrieved from: http://www.nchl.org/static.asp?path=2852,3238.

O’Dea, N. A., de Chazal, P., Saltman, D. C., & Kidd, M. R. (2006). Running effective meetings: A primer for doctors. Postgraduate Medical Journal, 82(969), 454?461. Retrieved fromhttp://www.ncbi.nlm.nih.gov/pmc/articles/PMC2563767/

Rollof, J. (2009). Creative meetings. Innovation: Management, Policy & Practice, 11(3), 357?372. Retrieved fromhttp://ezp.waldenulibrary.org/login?url=http://proquest.umi.com.ezp.waldenulibrary.org/pqdweb?did=1968726121&Fmt=2&clientId=70192&RQT=309&VName=PQD

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