Strategic planning

Topics: Strategic management, Management, Strategic planning, Organization / Pages: 18 (4891 words) / Published: Oct 10th, 2014
Introduction:

For the purpose of this report of ‘Strategic Planning’ for the Ed-excel Level 7 Extended Diploma in Strategic Management & Leadership I have selected Unilever United Arab Emirates Ltd.

The company had a turnover of Rs. 23.3 bn (Euro 309 mn) in 2008, and enjoys a leading position in most of its core Home and Personal Care and Foods categories, e.g. Personal Wash, Personal Care, Laundry, Beverages (Tea) and Ice Cream. The company operates through 5 regional offices, 4 wholly owned and 6 third party manufacturing sites across Middle East.

http://www.unileverme.com

TASK 1

(A) TOOLS TO ANALYSE THE EFFECTS OF CURRENT BUSINESS PLAN, (B) TOOLS TO DEVELOP STRATEGIC OPTIONS FOR THE ORGANIZATION, (D) OPTIONS TO FORM BASIS OF FUTURE ORGANIZATIONAL STRATEGY.

George (1997) Following is the five step model to analysis effects of business plan, develop future strategic options and options to form basis of future organizational strategy. This five step model was presented.

1. Assess the external context, in terms of opportunities and threats (e.g. from environmental scan, institutiogramme, coverage matrix and/or stakeholder analysis)

2. Prioritise and cluster opportunities and threats
• If you have more than 15 of each, prioritise (e.g. through voting)
• Brainstorm which opportunities and threats can be related to each other
Who should participate in the following step? It is often hard to take step 2 with a group of 15 or more people, although that is ideal. Alternatively a core team of 1-5 people can do step 2. However, a process facilitator should not do it alone in a break.

3. Develop strategic options. Formulate strategic options that:

• Respond to one or more opportunities and/or threats
• Are actions (or results) related to output, input, mission, vision and/or relations
• Are straightforward (clearly relate to opportunities and/or threats), but
• Are also creative (there may be



References: Jane Churchouse, Managing Leaders, 1998, pages 207 Christian Scholz, Leadership management in Europe, 2008, pages 448 Mark A. Huselid, The workforce scorecard, 2005, pages 278 Harriet Hankin, The new workforce, 2005, pages 243 Karen Sobel Lojeski, Uniting the Virtual Workforce, 2008, pages 204 Thomas L Rob Yeung, Successful interviewing and recruitment, 2008, pages 160 James R Ricky W. Griffin, Managing people and organizations, 2009, pages 582 Dianna Podmoroff, 365 ways to motivate and reward your employees every day, 2005, pages 286 Keith E. Thuley, Work and society, Labour and Leadership in East Asia, 1996, pages 332 lan Glendon, Leadership Change, 2006,pages 500 Jay Liebowitz, Addressing the Governance, 2004, pages 223 Ashly Pinnington, Human resource management ethics and employment, 2007, pages 347 Michael Armstrong, A handbook of Leadership practice, 2006, pages 982 Michael Armstrong, Strategic Leaders, 2002, pages 257 Maryann H. Albercht, International Leaders, 2001, pages 396 Christopher Mabey, Experiencing the management, 1998, pages 256 Julie Parry, Leadership Development, 1994, pages 63

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