Strategic Plan, Part 3: Strategic Planning Process

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***Use the same startup organization, Career/Education counseling for Military Veterans, used in the attached Part 1 & 2 paper**

Assignment Steps:

Write a 1,400-word minimum internal environmental analysis in which you include the following:

  • Assess the organization's internal environment.
  • Identify the most important strengths and weaknesses of your organization including an assessment of the organization's resources.
  • Identify the most important internal environmental factors in the general, industry, and external analysis in relation to the internal analysis.
  • Perform competitor analysis.
  • Assess the structure of the organization and the influence this has on its performance.
  • Determine the organization's competitive position and the possibilities this provides.

Format your paper according to APA guidelines.

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Running head: STRATEGIC PLANNING PROCESS FOR - STARTUP ORGANIZATION Part 1: Strategic Planning Process – Startup Organization 1 STRATEGIC PLANNING PROCESS FOR - STARTUP ORGANIZATION 2 Introduction Strategic management is a type of management which involves the formulation as well as the implementation of the primary goals and initiatives which are taken by the management on behalf of owners on the basis of the resource consideration, as well as the internal and external environment where the business competes. This means that the company has a universal direction as well as an idea of its future, and this shows that the organization has a good picture of its goals and objectives (Ginter et al., 2018). The company then comes up with policies as well as plans which are designed to achieve the goals and which makes sure that the resources of the company are allocated efficiently. For this research paper, I will entirely focus on a Startup organization in Career/Education counseling for military veterans. The major components of the strategic management process The strategic management process usually defines the strategy of an organization and assists in achieving the organizational goals and objectives. This process is continuous and it evaluates the business as well as the industry in which the given organization operates. Through the strategic planning process, an organization can set a goal which keep it ahead and gives a room for reassessments. The process usually involves goal setting, strategy formulation, environmental scanning, strategy implementation as well as strategy formulation (Hill et al., 2014). All these components of strategic planning process work hand in hand to create value for Career/Education Counselling for Military Veterans. Goal setting is when the vision is clarified through defining the short-term and long-term objectives, identifying how to attain the set objectives as well as giving each staff member a task which is detailed and match with the value of the stated vision. STRATEGIC PLANNING PROCESS FOR - STARTUP ORGANIZATION 3 Environmental scanning is explained as a process of collecting, analyzing as well as providing information through an examination of the internal and the external factors which affect the organization. On the other hand, strategy formulation is a process which decides the effective course of action so as to attain the organizational purpose and objectives (Wheelen et al., 2017). The strategy implementation puts the real strategy into action by including the organizational structure, resource distribution, and coming up with decision-making processes as well as managing the human resources. Lastly, the strategy evaluation contains reviewing of the internal and the external factors of the current strategies, measuring the performance and taking corrective action. All these steps assist to make sure that the organizational goals and objectives are met. Career/Education Counselling for Military Veterans looks to improve internal operations whereby all the staff members are aware of their duties and motivated to meet the set objectives. The external factors include the government laws, procedures, and policies, demographic as well as the legal considerations. The organization also looks for the methods to strive for the competition in the market through technology, innovation, and education. In addition, the organization concentrates their devotion to “high quality, cost-effective and coordinated education counseling for the Military Veterans. The long-term goals and objectives are usually considered, and individual-assessment is used so as to ensure that the organization remains on course (Hill et al., 2014). Statements and strategies Vision statement; “Career/Education Counselling for Military Veterans is a leader in designing new methods for delivering education counseling to military veterans. The STRATEGIC PLANNING PROCESS FOR - STARTUP ORGANIZATION 4 organization offers quality-driven, efficient and cost-effective services which meet the needs of the community.” Mission statement; “To meet the counseling needs of our community through the provision of cost-effective education. To offer counseling education to the current and the future generations of military veterans.” The mission and vision statements of Career/Education Counselling for Military Veterans express core values of employee/client satisfaction, quality, responsible management of finances, as well as sustainability. As far as motivation, innovation, and people strategy, I believe that my organization has set those ideas in place. Their strategic plan discusses establishing educated communities, foundational focus programs, areas and it focuses on numerous pillars for the strategic focus, expansion, quality education, community benefit, technological innovation, academic excellence as well as employer choice. Through the listed pillars, the organization looks to be a perfect workplace which supports a dedicated as well as talented workforce which offers an exceptional counseling education by use of an increased geographic range of services as well as advanced technology. In addition, the organization intends to establish programs which enhance community education as well as how people live. All these are aimed at accepting as well as responding to the evolving education system (Ginter et al., 2018). Technology and innovation have played a big role in the education sector, and Career/Education Counselling for Military Veterans has numerous ways of meeting the expectations and needs of the community. Ethics and Corporate Social Responsibility in Strategic planning Ethics is a basic principle of the conduct of an individual, a group of people or an organization. The social responsibility, on the other hand, is defined as how a given organization STRATEGIC PLANNING PROCESS FOR - STARTUP ORGANIZATION 5 operates legally, ethically and economically (Wheelen et al., 2017). Any given strategy has to be directed with good plans and in a way to avoid harming people. Career/Education Counselling for Military Veterans continually explores ways to make sure that individuals welfare remain the first priority as well as enhance equal distribution of learning resources. The vision and mission statement gives the organization moral direction. The organization works to determine the ethical challenges and then solve them in methodical ways through the management process. In addition, the organization has different outreaches programs so as to reach out the community. The organization has a local advisory board which is inclusive of people from different parts of the globe. In this year, the organization aims at being a very reliable organization in the education sector. The mission and vision statements of the organization align well with my values as well as visions of what I should be. This is because the organization is focusing on what it can do better with fewer mistakes as well as better services to the community. The organization is aimed towards giving back to the society, and that’s why I find it is very positive. As a manager in the government services and security department, this has influenced me because my department plays a big role in making sure that procedures and policies are followed. We make sure that everyone is given counseling education fairly without any discrimination. As a department, we offer safety and security to the entire organization. Also, we ensure that the organizational goals and objectives are attained. STRATEGIC PLANNING PROCESS FOR - STARTUP ORGANIZATION 6 References Ginter, P. M., Duncan, J., & Swayne, L. E. (2018). The Strategic Management of Healthcare Organizations. John Wiley & Sons. Hill, C. W., Jones, G. R., & Schilling, M. A. (2014). Strategic management: theory: an integrated approach. Cengage Learning. Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. (2017). Strategic management and business policy. pearson. Running head: STRATEGIC PLANNING PROCESS Part 2: Strategic Planning Process Student’s Name Institution 1 STRATEGIC PLANNING PROCESS 2 Introduction Environmental scanning can be defined as the process of constant acquisition of information on exterior events of an organization in an attempt to identify and understand the existing prospective trends. It enables the organizations to understand the opportunities and threats through the systematic survey and the analysis of data. The process is used by organizations to come up with a business strategy or change their existing strategies to establish values and have a competitive advantage that is sustainable. Measurements are used as guidelines that determine the effectiveness of the set strategies of the organization. The process encompasses steps such as gathering of information, focusing on competitors, and conducting an internal scan for the organization. How to Create Value and Sustain Competitive advantage Career/Education Counseling for Military Veterans function in both external and internal environments. They both have an insightful impact for the organization while the organization itself has a slight impact on the environment. Therefore, it is important for the Career/Education Counseling for Military Veterans to continuously assess the environment for the strengths, weaknesses, opportunities, and threats. The strength and weaknesses are within the internal environment. The strengths are used to produce value as well as sustain the ability to perform better than the competitors. The organization should be in a position to deliver better than the competitors. Introduction to the career/education counseling for Military Veterans can be a strength for the organization. Career/Education counseling programs is an important opportunity for the Military Veterans to acquire counseling that is personalized and to get the support that will guide their career paths so as to achieve their goals. The unique activities make the STRATEGIC PLANNING PROCESS 3 organization competitive through the orientation of the counselors and the Military Veterans. Competitive advantage should be implemented to ensure that the organization survives in the changing environment. Evaluate the company's external environment The external factors include the government laws, procedures, and policies, demographics, and legal considerations. Military Veterans are a great source of talent for employers since they possess a unique capability and skills that are valuable to any organization. There are many organizations that benefit from hiring veterans. There are strategies that are put in place by the companies to ensure that there is a competitive environment such as education for the employees, innovation, and use of improved technology. There is also one on one counseling for Military Veterans which ensures that the goals of the organizations are met. Five Forces that are important in driving competition in your organization's external industry environment The external factors of an organization create threats and opportunities which influence the strategic plans and actions of the organization. For this organization, it includes external stakeholders that include funding agencies and donors. The five force model of competition focuses mainly on the competitors. The first force is the barrier to entry. This can threaten the market share of the competitors and thus stimulate production capacity. There is need to be efficient and learn how to compete in the new dimension (Govil & Proth, 2002). Entry barriers make it difficult for firms to enter in the business industry and are disadvantaged when they do. There is the limited threat of entries with loyal donors and high fixed costs. However, the demand for the services may be high and the fixed costs may be high. This will lead to the entry STRATEGIC PLANNING PROCESS 4 of organizations and programs will enter the market. The second force is the increase of the power of service provider. This is because the power of the suppliers increase due to unavailability of substitute products is not available and the company may not be an important customer for the suppliers. The providers gain power as the services provided become the core of the organization. The third is the bargaining power of the grantmakers. These are responsible for the social impact that is provided by the organization. The ability of the grantmakers to obtain comparable services from the organization, they are likely to move to the new organizations. The fourth is the threat of substitute services. The likelihood of the grant maker or the community members to switch to the competitors depends on the similar services that are offered. It is therefore for the organization to assess the external environment carefully and come up with strategies that ensure that the services offered are not similar to those offered by the competitors (Courtney, 2002). There is the threat of substitution when the costs of the organizations are low. Lastly, it is the degree of rivalry among the competitors that exist in the market. Availability of many organizations who deal with the same line of interest within a country creates a rivalry. It is thus important for the leadership of the organization to understand the gaps in the market. Assess the company's general environment The general environment of the company is grouped into demographic, economic, sociocultural, and technological (Williams, Champion, & Hall, 2011). It is important for the company to understand the segments as they help in dealing with uncertainties that exist in the external environment. These thus help in achieving sustainable strategic competitiveness. Since the company cannot entirely or openly control the segments of the general environment, they are STRATEGIC PLANNING PROCESS 5 important as they help the company to come up with actions that are beneficial for the company (Hitt, Ireland, & Hoskisson, 2014). The success of a company is measured by the ability to gather information and understand the implication that can be used in selecting and implementing the strategies of the company. Organization's industry operating environment Analytical tools and frameworks are important in evaluating the operating environment of the company. The framework should constitute the internal environment, the industry environment, and the macro environment. Analysis of the internal environment involves analysis of the systems, skills, knowledge, and abilities within the organization. It helps the company take a strategic approach and considering how the factors can be manipulated to meet the opportunities. The analysis of the industry environment helps identify the opportunities and the threats and this can be advantageous as they help in the achievement of the goals of the organization. The macro environment involves factors such as political, technological, legal factors, socio-cultural and eco-environmental. Conclusion It is important for an organization to utilize holistic perspectives for value creation and gaining sustainable competitiveness. Analysis and scanning that is dedicated can influence the collection of data that is important for the organization. It thus leads to formulating strategy that is sustainable and can be easily implemented. Leadership is also a key factor in ensuring that the strategies are implemented. STRATEGIC PLANNING PROCESS 6 References Courtney, R. (2002). Strategic Management for Voluntary Nonprofit Organizations. Psychology Press. Govil, M., & Proth, J.-M. (2002). Supply Chain Design and Management: Strategic and Tactical Perspectives. Elsevier. Hitt, M., Ireland, D., & Hoskisson, R. (2014). Strategic Management: Concepts: Competitiveness and Globalization. Cengage Learning. Williams, C., Champion, T., & Hall, I. (2011). Management. Cengage Learning.
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