STRATEGIC MANAGEMENT

STRATEGIC MANAGEMENT free pdf ebook was written by JSI/World Ed AIM Programme on March 22, 2006 consist of 48 page(s). The pdf file is provided by www.worlded.org and available on pdfpedia since May 03, 2011.

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STRATEGIC MANAGEMENT pdf




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STRATEGIC MANAGEMENT - page 1
STRATEGIC MANAGEMENT Participant’s Guide
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STRATEGIC MANAGEMENT - page 2
AIM Organisational Development Programme Strategic Management UNASO O RGANISATIONAL D EVELOPMENT P ROGRAMME Workshop 1: Strategic Management Participant’s Manual Uganda Network of AIDS Service Organizations (UNASO) Block 773, Kabakanjagala Road, Mengo P.O. Box 27346, Kampala, Uganda Tel: (+256) 041 274730/ 077 486507 Fax: (+256) 041 274731 Email: unaso@unaso.or.ug Website: www.unaso.or.ug __________________________________________________________________ AIM - Strategic Planning and Management Workshop ii
STRATEGIC MANAGEMENT - page 3
UNASO Organisational Development Programme Strategic Management Acknowledgments This manual was developed by UNASO with support from the AIM Programme. UNASO and AIM wish to acknowledge the following people and organisations for their support in developing this manual: Patrick Okuma of Mentor Consult Ltd. developed the materials for this manual. The material on Board Governance was adapted from the Board Governance Training developed by World Education’s Ntinga Microenterprise Support Project in South Africa. Participant Guide i
STRATEGIC MANAGEMENT - page 4
UNASO Organisational Development Programme Strategic Management Strategic Management Participant Manual Table of Contents Acknowledgements …………………………………………………………………. i Acronyms…………………………………………………………………………….. iii Background: OrganisationalDevelopmentProgramme……………………………….iv How Training is Organised…………………………………………………………... v How to Use Guide…………………………………………………………….……… v Schedule of Activities ....................................................................................................1 1 2 3 4 5 6 7 8 9 10 11 Introduction............................................................................................................2 Overview of Strategic Planning .............................................................................3 Clarifying the Vision & Mission of the Organisation..........................................11 Situational Analysis (Internal Environment) .......................................................15 Situational Analysis (External Environment) ......................................................21 Stakeholder Analysis ...........................................................................................23 Setting the Strategic Direction… .......................................................................237 Presenting the Strategic Plan ...............................................................................31 Managing the Plan ...............................................................................................33 Key Success Factors: Board Governance ............................................................36 Action Planning ...................................................................................................39 Participant Guide ii
STRATEGIC MANAGEMENT - page 5
UNASO Organisational Development Programme Strategic Management Acronyms AIDS AIM CBO CDC CEO Cr CRM DLO Dr FBO FRS GAAP GRO HIV HR HRM HRP ICPAU M&E MTCT NGO PA PCV SMART SSAP STI / STD SWOT TB TNA VCT WFA WHO WO Acquired Immune Deficiency Syndrome AIDS/HIV Integrated Model District Programme Community Based Organization Centers for Disease Control Chief Executive Officer Credit Cause-related Marketing Donor Liaison Officer Debit Faith Based Organisation Financial Reporting Standards Generally Accepted Accounting Practises Grass Roots Organisation Human Immunodeficiency Virus Human Resources Human Resource Management Human Resource Planning Institute of Certified Public Accountants of Uganda Monitoring and Evaluation Mother To Child Transmission Non Governmental Organization Performance Appraisal Petty Cash Voucher Specific, Measurable, Achievable, Realistic, Time-bound Statement of Standard Accounting Practises Sexually Transmitted Infection/ Sexually Transmitted Disease Strengths - Weaknesses - Opportunities - Threats Tuberculosis Training Needs Assessment Voluntary Counselling and Testing World Federation of Accountants World Health Organisation Welfare Organisation Participant Guide iii
STRATEGIC MANAGEMENT - page 6
UNASO Organisational Development Programme Strategic Management Background: Organisational Development Programme for Ugandan NGOs The Uganda Network of AIDS Service Organisations (UNASO) is a nationwide network of organizations working on HIV/AIDS related work in Uganda. UNASO’s role is to coordinate HIV/AIDS service organizations in Uganda so that prevention, quality care and support services are available to all people in Uganda. To improve and expand HIV/AIDS services in the districts, UNASO has undertaken a strategic partnership with ten national-level NGO partners to strengthen their ability to work with district constituents. Each organisation participated in a Joint Institutional Assessment (JIA) process, in which UNASO and NGO staff worked together to look critically at key areas such as strategic management, financial systems, and external relations. This process helped the NGOs and UNASO to reach a consensus on the primary areas of strength and those needing improvement. To address the NGOs’ organisational capacity needs identified through the JIAs, UNASO provided a programme of workshops and individualised technical assistance. Participating NGOs were: Church Human Services AIDS Prevention Programme (CHUSA) Islamic Medical Association of Uganda (IMAU) National Community of Women Living with HIV/AIDS (NACWOLA) Straight Talk Foundation (STF) Traditional Modern Health Practitioners Together Against AIDS and Other Diseases (THETA) Uganda Business Coalition (UBC) Uganda National Association for Nurses and Midwives (UNANM) Uganda Network of AIDS Service Organisations (UNASO) Uganda Private Midwives Association (UPMA) Uganda Women Efforts to Save Orphans (UWESO) A series of workshops held in 2003 for these ten NGOs provided them with an introduction to the cross-cutting issues common among the organisations identified through the Joint Institutional Assessments. The topics were: Strategic Management Monitoring & Evaluation Human Resource Management Financial Management Resource Acquisition To follow up each workshop, the trainer visited each NGO for a 2-4 hour Consultancy Clinic in which the NGO’s staff could discuss specific concerns and plan for further technical assistance. NGOs then had the opportunity to apply for grants through AIM, including activities addressing their capacity building needs identified in the JIAs, workshops and clinics. Participant Guide iv
STRATEGIC MANAGEMENT - page 7
UNASO Organisational Development Programme How This Training is Organised Strategic Management Each of the five workshops in this series is designed as a residential full-time course, lasting from three to five days. Although it is possible to use one session or activity by itself, the curriculum is designed to be integrated. Each topic builds on the last one, moving from fundamental skills to more complex ones. The workshop topics are also meant to relate to each other; so that participants can understand the connections between the various aspects of organisational development. However, you can conduct one module alone if desired. How to Use This Guide This curriculum has been revised based on feedback from the participating NGOs. For each of the workshops, there is a Trainer’s Guide and a Participant’s Manual. This is the Participant Manual for one of the modules. It contains the handouts to be used in the workshop and a copy of the lecture material for reference. A Trainer’s Guide goes with this manual. It provides step by step instructions for a trainer to facilitate the workshop; a suggested schedule and timing for each session; instructions for activities; and lecture material. It also contains a copy of all the handouts and information provided in the Participant’s Manual. Training Methodology Participants in the NGO Organisational Development Workshops come to the course with their own particular set of skills, experiences and interests. The facilitator’s major responsibility is to help them build on past experience and add new information and skills. Facilitators are not only lecturers. They are expected to engage participants in solving problems, making decisions, sharing experiences, and thinking about how they will apply what they learn to their work. This curriculum includes many interactive activities such as case studies, group work, and brainstorming. A very important part of the workshops is for participants to practise new skills. Whenever possible, activities are related to participants’ own organisations. For example, they may analyse the mission statement of their NGO, or assess their NGO’s financial management practices. Participant Guide v
STRATEGIC MANAGEMENT - page 8
UNASO Organisational Development Programme Strategic Management Schedule of Activities TIME DAY ONE 8.30 – 9.30 9.30 – 11.00 11.00 – 11.30 11.30 – 12.30 12. 30 – 1.00 1.00 – 2.00 2.00 – 3.30 3.30 – 4.30 4.30 – 5.00 5.00 – 5.30 DAY TWO 8.30 – 9.00 9.00 – 10.00 10.00 – 11.00 11.00 – 11.30 11.30 – 12.00 12.00 – 12.30 12.30 – 1.00 1.00 – 2.00 2.00 – 3.00 3.00 – 4.00 4.00 – 4.30 LENGTH TOPIC 1 hr 1 hr 30 min 30 min 1 hr 2 hr total 1 hr 1 hr 30 min 30 min Introduction Overview of Strategic Planning Break Clarifying the Vision and Mission of the Organisation Situational Analysis (Internal Environment) Lunch Situational Analysis Internal continued Situational Analysis (External Environment) Evaluation of Day One Steering Committee Meeting 30 min 1 hr 1 hr 30 min 30 min 30 min 1 hr 30 min total 1 hr 1 hr 30 min Recap of Day One Stakeholder Analysis Setting Strategic Direction Presenting the Strategic Plan Break Managing the Plan Key Success Factors: Board Governance Lunch Board Governance cont’d Action Planning Workshop Evaluation and Closure Participant’s Guide 1
STRATEGIC MANAGEMENT - page 9
UNASO Organisational Development Programme Strategic Management 1. Introduction Objectives: By the end of the session, participants will be able to: -Refer to each other by name. -Interact freely throughout the training. -List the workshop objectives Workshop Objectives: By the end of the workshop participants will be able to: Explain what strategic planning and management is Plan for and take the lead in a process of strategic planning within their organisations Describe the role of the Board Session Objectives: By the end of the workshop, participants will be able to: Explain what strategic planning is List the main benefits of strategic planning Differentiate between vision, mission and strategies Explain the importance of each of them to the organisation Critique their organisation’s mission statement List the factors that should be taken into account when analysing the internal environment of the organisation Apply different tools for analysing the internal environment List the factors that should be taken into account when analysing the external environment of the organisation Apply different tools for analysing the external environment Predict future trends and challenges facing their organisation Identify strategic choices open to their organisations Develop operational objectives for the strategic choices List the components of an acceptable strategic plan for their organisation Discuss methods of effectively implementing a strategic plan Differentiate between strategic management and managing the day-to-day operations of the organisation Describe the roles and functions of the Board Identify solutions for common problems that keep Boards from functioning Write an action plan for implementing strategic management in their NGOs. Participant’s Guide 2
STRATEGIC MANAGEMENT - page 10
UNASO Organisational Development Programme Strategic Management 2. Overview of Strategic Planning Objectives: By the end of the session, participants will be able to: -Explain what strategic planning is. -List the main benefits of strategic planning. What is strategic planning? Strategic planning is the process of determining: What your organisation intends to accomplish. How you will direct the organisation and its resources toward accomplishing these goals over the coming months and years. Such planning usually involves fundamental choices about: The vision, mission and goals your organisation will pursue. Whom you will serve. The kinds of programming or services you will offer. The resources needed to succeed – people, money, expertise, relationships, facilities, etc. How you can best combine these resources, programming and relationships to accomplish your organisation’s mission. work plans and budgets (narrower in scope than strategic planning and focuses on a shorter period). Strategic planning is used to chart the longer-term direction and goals for your organisation, while operational plans are developed to show how in the coming year, your organisation will move toward the future described in the strategic plan. In summary, strategic planning is the process of developing a shared vision of your organisation’s future, and the major steps you will take to move the organisation in that direction. Such planning helps the organisation to find the best match among its mission, its capabilities and its opportunities. A lot of time in NGOs is spent on activities that do not fit into any identifiable goal. Serving meetings, public relations, and meeting requests for information all make it easy for the organisation to be distracted. The illustration below shows that NGOs should look at: their mission internal strengths opportunities coming from outside the organisation Participant’s Guide 3 Operational planning on the other hand is what NGOs do when they develop yearly
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