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This assignment introduces the concept of planning process, different approaches and addressed planning to strategy.

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Introduction

TO: S K Manak FROM: Yilmaz Vural DATE: 18 / 11 / O2 SUBJECT: Business Stragety Introduction This assignment introduces the concept of planning process, different approaches and addressed planning to strategy. Task 1 explains the importance of the objectives in the planning process. Task 2 gives a fuller review of discussion the advantages & a disadvantage of different approaches also strengths and weaknesses. Task 3 provided discuss the purpose of business organisations that take on board planning. FINDINGS (the role and setting of objectives in the planning process) TASK 1 The objectives of an organisation are related to the input-conversion-output cycle. In order to achieve its objectives and satisfy its goals the organisation takes inputs from the environment, through a series of activities transforms or converts these inputs into outputs and returns them to the environment as inputs to other systems. The organisation operates within a dynamic setting and success in achieving its goals will be influenced by a multiplicity of interactions with the environment. Whatever the type of organisation, there is a need for lines of direction through the establishment of objectives and determination of policy. Objectives and policy form a basis for the process of management. DISCUSSION Clearly defined and agreed objectives are the first stage in the design of organisation structure and help facilitate systems of communication between different parts of the organisation. The ability to communicate corporate objectives to those responsible for seeing that those objectives are achieved is also an essential characteristic of an effective incentive pay scheme. ...read more.

Middle

This activity examines departmental objective setting and asks participants to show where their own departmental objectives fit in to the bigger picture. 10: Team objectives The key link between departmental and individual objectives. Agreeing team objectives can be more difficult than agreeing individual objectives as more people need to be involved in the process. This activity introduces the line manager to a method of agreeing team objectives that has been designed to gain maximum input and commitment. 11: Task-based objectives Task-based objectives normally relate to discrete tasks or projects with a clearly stated outcome. This activity covers the benefits of task-based objectives while raising awareness of the problems associated with an overly task-orientated approach. 12: Developmental objectives Developmental objectives are more difficult to set, monitor and review than task-based objectives but can be far more valuable. This activity focuses on what's best for your team rather than what brings the easiest results. 13: Monitoring progress All objectives need to be monitored formally and informally. This activity helps the manager to work with team members to decide on an appropriate monitoring system. It also emphasises the importance to the manager of continuing to discreetly monitor progress to avoid any surprises as the buck suddenly returns home! 14: Reviewing progress Formal progress reviews are an essential part of seeing objectives through to a successful outcome. This activity examines review methods and appropriate timescales. 15: Keeping up momentum and rewarding success It's hard to keep up the enthusiasm that marks the launch of a project. It's even harder to keep the momentum going when objectives are ongoing and not so high profile. ...read more.

Conclusion

This may not be sufficient at the time when a sudden change hits the organisation. TASK 3 a) It focuses attention on objectives by uniting the organization and its activities. b) It removes uncertainty by providing a framework of activities that can be placed in a context. c) It facilitates control by supplying targets for performance. d) It leads to economical operations by emphasizing and consistency. The most important level is the mission. This identifies the purpose of the organization and it can be broken down into many types and levels of objectives. These objectives specify the things that the organization wants to achieve. Once objectives have been agreed, strategies need to be designed. Policies, procedures and rules help the nature of these actions, whereas programmes are the detailed activities needed to carry out the actions. Underlying all these types of plan are budgets, provide information about the extent of resources available. A planning period or 'horizon' is the length of time between making a planning decision and implementing that decision, for example, a decision to move to new premises might have a time horizon of many years, whereas a production or sale schedule might be implemented within a few days or weeks. CONCLUSION * The purpose of the organization needs to be clarified at the outset of strategy development. Many different aspects are potentially involved. In most cases, no single element is usually dominant. * The polygon purpose is one way of drawing the elements together. Although ten specific elements can be identified in the polygon, other elements may be more important and those highlighted may be little relevance in particular organization. ...read more.

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