Advanced Management in Human Services

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The Hong Kong Polytechnic University
Department of Applied Social Sciences

APSS455 Advanced Management in Human Services

Term Paper

Topic: Strategic Planning and Management

Content
(I) Definition

(II) Strategic Planning Process

(III) Case Study on HSO – the HKAYP

(IV) What are the factors affecting AYP’s development?
A. S.W.O.T analysis
B. P.E.S.T. Analysis

(V) Strategy Formulation on new opportunities

(VI) Implementation
* In-depth interview with AYP staff
* Other strategies on implementation process

(VII) Control of strategies

(VIII) Conclusion

(IX) References

(I) Definition
Strategic is a pattern on a steam of decision positing an organization within its environment and resulting in the behavior of the organization.

Strategic Planning refers to a set of process used in an organization to understand the situation and develop decision-making guidelines for the organization.

Strategic Planning Process is a formalized top-down strategic planning model. Under this model, strategic planning became a deliberate process in which top executives periodically would formulate the firm's strategy, and then communicate it down the organization for implementation. It is divided into 6 steps: (1) mission, (2) objectives, (3) situation analysis, (4) strategy formulation, (5) implementation, and (6) control. We would discuss this process further in the following chapter.

(II) Strategic Planning Process
A strategic planning can clearly define objectives and assess both the internal and external situation to formulate strategy, implement the strategy, evaluate the progress, and make adjustments as necessary to stay on track. It is divided into 6 steps: (1) mission, (2) objectives, (3) situation analysis, (4) strategy formulation, (5) implementation, and (6) control.

(1) Mission:
A company's mission is its reason for being. It is expressed in the form of a mission statement, which conveys a sense of purpose to employees and projects a company image to customers. The mission statement describes the organization's vision, including the unchanging values and purpose of the firm and forward-looking visionary goals that guide the pursuit of future opportunities. Generally speaking, it sets the mood of where the company should go.

(2) Objectives:
Objectives are concrete goals that the organization seeks to reach The objectives should be challenging but achievable (S.M.A.R.T. principle can be applied). They also should be measurable so that the organization can monitor its progress and make corrections as needed. Strategic objectives are related to the organization’s social position, and may include measures such as reputation. (3) Situation Analysis:

It begins with the organization’s current situation to devise a strategic plan to reach those objectives. For example, changes in the external environment could provide new opportunities. The organization must know its own capabilities and limitations in order to select the opportunities that it can pursue with a higher probability of success. The situation analysis, therefore, involves an analysis of both the external and internal environment. The internal analysis can identify the firm's strengths and weaknesses, while the external analysis reveals opportunities and threats. A profile of the strengths, weaknesses, opportunities, and threats is generated by means of a SWOT analysis.

(4) Strategy Formulation:
Strategy implementation is the action stage of strategic management. Given the information from the environmental scan, the firm should match its strengths to the opportunities that it has identified, while addressing its weaknesses and external threats. It refers to decisions that are made to install new strategy or reinforce existing strategy. The basic strategy activities are establishing annual objectives, devising policies, and allocated resources.

(5) Implementation:
The strategy likely will be...
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