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Lecture 10 Qu Strategy Plan

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10 views

Lecture 10 Qu Strategy Plan

Uploaded by

waleed.elaidi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Quality in

Physical Therapy
ELE104

D / Mohamed Ahmed Ababa


Lecturer at Department of Physical Therapy for Internal
Medicine and Surgery
Strategic plan
Objectives:
By the end of the lecture, the student should be
able to:
• List the stages of preparing the strategic plan.
• Explain the meaning of vision and mission.
• Mention the characteristics of strategic objectives.
• Mention the components of the operational plan.
Strategy design and formulation
Preparation stages strategic plan

Vision making Determine the mission

Defining values ​and principles Analysis of the current situation

Setting goals Drawing strategies

Operational plans Scheduling

Evaluate and review the plan


Defining the organization's vision

A vision is a mental image, or a dream, that


we generally aspire to in the future.

A brief phrase that speaks to the heart and


soul, focusing on the desire for excellence,
superiority and creativity. It is formulated in
an emotional and influential language that
attracts and engages workers and motivates
them to achieve it.

It must be realistic and feasible.


Strategic vision making
This is the comprehensive image that those who belong to
this organization, headed by its leaders, would like to have.

It is a textual sentence that expresses what the


organization aspires to, what it believes in and believes in,
and what supports its reason for existence.

To give a vibrant, active and resonant image of the future.

Be realistic because it is not an impossible dream to


achieve
Mission
• An expressive sentence whose words
are carefully and precisely composed.

• Outline what the organization wants to


be in the long term.

• It is the star that guides the


organization's ship towards the desired
destination.

• It is the cornerstone and the main base


on which the entire plan is based.

• The technical function of the mission


statement is to state why the
organization exists.
Determine the organization's
mission
The mission is a short paragraph that
expresses the organization’s purpose
and answers a number of questions,
including:
• Why was the organization founded
and what is its main work?
• Who does the organization provide
its services or products to?
• How does the organization perform
its work and provide its services?
The following basic considerations
should be taken into account when
determining the organization's
mission:

• To be written.
• To be specific.
• To be public.
• To be prepared by the highest
authority in the institution.
Determine the organization's values

Values ​are guiding principles and a behavioral


framework that express the institution’s
vision, philosophy, and approach to dealing
with society, clients, and employees.

Values ​stem from the institutional culture


that the institution is keen to disseminate and
ensure that senior management and
employees adhere to its applications and
requirements.
• Mission: Why are we here (purpose)?

• Vision: Where does the organization/institution want to


go in the future?

• Organizational/Institution Values: How can we success in


achieving the mission and vision, and what are the
values ​that we believe in in this?
Goals (Objectives)
Objectives are the results to be achieved within a
period of time and must be :
• Consistent with the organization's mission.
• Measurable.
• Achievable.
• Non-conflicting, i.e. clear and understandable.
• Acceptable and flexible.
• Reflect business priorities
The most important basic areas that determine
the goals are the following:

The institution's position and reputation locally,


regionally and internationally.
Productivity and quality of outputs.
The amount of resources used.
Development of the performance of officials in
the institution.
Developing the performance of employees in
the organization.
Corporate social responsibility.
Organization systems development.
Setting strategic goals
• The expressions that indicate the action are
chosen: achieve, develop, change.
• Goals are set in terms of the results to be
achieved.
• Goals are formulated in light of past
experiences.
• Write in positive terms that indicate what to
do, not what to leave out.
• Write accurately and concisely without
complications.
• Everyone must participate in formulating all
goals.
• Set goals that are consistent with available
resources.
Conditions for setting strategic goals

• Specific
• Measurable
• Achievable
• Realistic
• Timely
Strategic plan
Objectives Activities Timing Cost Implementation Performance
responsibility indicators
Operational (executive) plans

• Detailed work instructions,


describing what is supposed to be
done in order to achieve the results.

• A drawing of the practical steps that


will enable the strategies to be
achieved.
Operational (executive) plans

• In operational plans we translate strategies into practical details.

• Each operational plan is linked to one of the strategies that support it,
describing detailed steps, duties, responsibilities, and a clear timeline.

• Timetable: Writing sequential activities in a timetable to facilitate the


implementation and achievement of goals.
Operational schedule and oversight
Objectives Activities Timing Implementation Performance Level of Reasons for
responsibility indicators achievement non-
completion
Objectives: What results do we want to achieve in a specific
time?

Strategy: What are the means, methods and methodology


that we will use to achieve the goals?

Action plans and initiatives : What are the ambitious plans


and initiatives that we seek to achieve the goals?
Thank you

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