Questions/Business/ManagementMGT601 Strategic Planning Process
Strategic Planning Process
In a four- to five-page paper (excluding the title and references pages), discuss the strategic planning process. In your paper:
Explain the basic steps in the planning process. Describe the steps in the decision-making process, and predict how the personal attributes of the manager influence decision making. Predict how the steps of the strategic planning process and the environmental factors that influence decision making impact the quality-productivity-profitability link. Your paper must include in-text citations and references from at least three scholarly sources, in addition to the text, and be formatted according to APA style as outlined in the Ashford Writing Center.
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Planning is a ftion of the top management of an organization that involves antic******* ** ******* ***** ***** ***** ** organization ** established ***** ***** ****** ** management **** ** staffing, coordination, *** ******** ******** ** considered *** **** ******* ***** **** ** ******* ** ** *** ******** ******* **** **** *** *** strategies ** ** ******** ** *** ****** organization ** ******* *** *** ***** *** objectives ** **** ****** businesses **** *** **** objective **** ** ** **** * ****** *** ******** shareholder’s ****** ** ***** ** ** *** **** ** *** executive management ** *** ******** ** *** *** ***** **** **** **** *** organization ** ****** ***** *****
Attachments
MGT601 Strategic Planning Process Answer.docx
STRATEGIC PLANNING PROCESS *
Course
Date
Introduction
Planning is a ftion of the *** management ** ** organization **** ******** anticipation ** ******* ***** ***** ***** ** organization ** established ***** ***** ****** ** management **** ** staffing, coordination, *** ******** ******** ** considered *** **** ******* ***** **** ** ******* ** ** *** ******** ******* **** **** *** *** strategies ** ** ******** ** *** ****** organization ** ******* *** *** ***** *** objectives ** **** ****** businesses **** *** **** objective **** ** ** **** * ****** *** ******** shareholder’s ****** ** ***** ** ** *** **** ** *** executive management ** *** ******** ** *** *** ***** **** **** **** *** organization ** ****** ***** ***** ** ** important ** **** **** *** ******** ******** environment ** **** ******** **** ***** **** ** ***** ** changing; ** * ******* strategic ******** ** * continuous *** ******** ******* ***** ** *** ******* ** *** environment (Menne-Haritz, ***** ****** described *** importance ** strategic planning, **** ***** **** ***** ** discussing *** ******** ******* ** ****** *** discussion **** **** ******* **** ******** ** ******** ** ******** ****** ** **** ** *** influence ** managers’ attributes ** *** *******
***** ***** ** *** ******** *******
According ** ******* ******* organizational ******** ******** assessing ** ** organization’s ***** ***** ** *** ***** *** ******* resources ** ******** *** ***** **** *** resources, *** management ** **** ** **** **** realistic ***** ** **** *** *** ***** *** objectives ** ****** *** ******* ** *** ******** ******** ******** ****** ****** * ******** procedural ******* **** ******* ******* **** *** ***** **** *** achievable ***** *** ******* ***** ** organizational resources *** ** *** prevailing environmental conditions According ** Barksdale * **** ******* *** necessary ***** ** ******** *** ** *******
*** ******* ***** **** ** *** **** fundamental **** ** *** ******** ******* **** ** ******* *** ******** ******* **** ** achieving ******* objectives ** ****** **** *** ******** *** ******* *** ******* *** *** objectives, ** ** important **** *** strategic ******** ****** **** *** ***** *** ******* *** achievable **** * specified ****** ****** *** ****** specific, *** informative objectives, ** ** ******** *** ******** ** **** ***** *** ******* ** *** ** ******* *** objectives ** **** ****** ** ** important **** *** strategic ******** **** *** ***** ** **** *** knowledge ** *** ******** opportunities ** **** ** ******* (Menne-Haritz, *****
*** Preparation ** ******** Assumptions Hypothesis **** **** ** **** ***** ** *** ******* ***** ** ******** *** definition ** *** conditions *** assumptions ***** ***** *** ******** ***** *** ** ** **** *** **** important ****** ** **** **** ** forecasting *** ontrollable constraints **** **** ******** *** ******** environment ****** ** ******* *** ******** **** Additionally, ******** constraints *** anticipated ** **** ***** *** necessary precautionary ***** *******
*** ****** ** limitations ******* constraints identified ** *** ***** **** *** ******** ** ** *** **** ****** ** *** management ***** *** achieving *** *** ***** **** ** *** **** *** ***** ** constraints ******* ** **** ***** *** financial, *** ***** resources ** **** ** infrastructure (Menne-Haritz, ***** ** **** ****** *** weaknesses *** strengths ** *** ******** **** *** *****
*** ****** * ******** ** *** ******** ****** *** **** ** **** **** ** ** ******* * ****** **** ****** ** implement *** ******* *** ******** **** ** *** ******** ***** (Principle ** Commitment)
*** Formulation ** ******** *** Strategies **** ***** ******** ****** **** *** strategies *** ******** ** ** ******** ** *** management ** ****** **** *** ******** ******* ** implemented ** ******* *** ******* objectives ******** **** ** * ******* **** ** *** *** management, ** ** paramount **** *** ****** ******* ***** ******* ** *** organization Development ** strategies ******** * *** ** brainstorming ***** *** strategic ******** ** ****** alternative ******* ** ******* **** *** ** ******** ** ******* *** ******** ***** ****
*** Preparation ** Operating ***** **** ***** ******** derivation ** ****** **** *** **** ***** ******* strategies ** *** ******* strategies *** ******** formulated ** *** ******** ***** *** operational ***** *** *** resources ******** ** implement ******** strategies ** ****** ***** *** *******
*** Integration **** ** *** **** *** *** ** *** **** significant ***** ** *** ******** ******* ** ******** * balancing ** *** formulated strategies **** **** **** ******* *** ******* **** ***** **** importantly, ** ******** munication ** *** ******** ***** ** *** **** ** *** organization’s ******* *** *** responsible *** ******* **** ** ****** ** ** **** ******* **** continuous assessment ** *** ***** ** ***** *** ******** appraisal ** **** ** ****** **** *** ***** *** *** inhibited ** environmental constraints ****** * ******** *****
*** ***** ** *** decision-making *******
******* ** *** strategic ******** ******** *** decisions ****** ******* ** * ******* **** ** *** *** management **** **** ** ***** executive ******** **** themselves ** situations **** ******* ******* decision-making ** otherwise *** ******* ** ****** existence ** *** ******** ** ** ***** ** * ******* ***** day-to-day operations ** *** ******** ** ******* *** ***** ** *** ******** ******* ******* ******** decision-making (Menne-Haritz, ***** Following ***** ** ** important **** *** *** management understands *** decision-making ******* ** ******* *** effectiveness ** *** ******** ******* *** ******** decision-making ******* ******* ***** *****
* Identification ** Problems(s) **** ** *** ***** **** *** prerequisite ** *** decision-making ******* **** ***** ** * *** ****** ** *** ******** ** ** opportunity ** ** **** ***** *** identification ** *** ******* **** **** ******* *** ** effective ******** *****
* Searching ** Information ***** identifying *** ******* ** constraint **** addressing, ******** **** *** *** available information **** *** **** ******* *** ******* **** ******** *** ******** ****** ** *** ******* ** ** ** **** ***** **** *** ******* ** ** ******** ** *** decision-making *** ****** ** **** ** *** ******* ** ** ********
* Brainstorming ** **** solutions ****** ****** *** *** ******** information ** *** constraint ** ***** *** management ***** ******* ** ******* ******** solutions According ** ****** ******* **** ***** *** **** * ***** ** **** ****** depending ** *** ****** ** *** *******
* Analyzing *** Alternatives ** **** ****** **** ** *** solutions ******** ** ******* ** **** ** ***** ** *** ******** **** ******* *** ******* ** **** *** consideration **** ** *** alternative **** ******** *** **** ******* ** *** ****** **** ******** * ******* *****
* Implementation **** * unanimous ******** ** ******* ** *** **** alternative, ******** *** *** ******** **** ****** immediately ****** **** ****** *** management ******** *** **** ** *** organizational employees ** **** **** **** *** ******** ** **** understood ******** *****
* Evaluation *** Monitoring **** ** *** **** ***** *** ** ****** ***** importance ** *** ******* identification ***** ** ******** ****** *** effectiveness ** *** solutions **** ** ******* **** *** **** experienced ******** *** ******* ** ***** ***** *** ***** **** ****** * ***** alternative **** ******* ****** ** continuous ** ****** **** *** ******* **** *** resurface ** **** *** ****** ******** operations ****** * ******** *****
Relationship ******* Strategic Planning, Environmental ******* * *** ******** ****** *******
**** *** ***** discussion, ** ** ***** **** strategic ******** ******* ** influenced ** *** environmental ******* ** ***** *** strategic ******** ******* influences *** decision-making ******* ** *** **** **** environmental ******* **** * ***** ******* ** *** ******** decision-making ******* *** relationship **** ** **** *** strategic ******** ******* ** **** ** *** ******** environment ** * ******** ******** influences *** ******* ** decisions **** ** ******** ******** ***** ** ***** ***** ** *** ******** ******* ** **** ******** ** outlined, ** ** ******** ** anticipate ******* constraints *** ** opportunities **** *** ******** *** **** ***** *** **** ***** ** **** ******** different ******* ** ****** *** ******* ** *** ***** ** *** ******* constraints ** ***** *** effectiveness ** *** strategic ******** ******* ***** ** **** *** ******** ** **** *** ******** regarding constraints ** opportunities ** ***** ******** **** *** ***** ***** ** ***** **** ******* continuous *** ******* operation ** *** ******** activities ***** ******** ** productivity *** profitability ****** * ******** *****
References
Barksdale, ** * ***** * (****) ** ***** ** successful strategic ******** Alexandria, ** **** *****
******** * ** * ******* * ****** ******** ** ******* * prehensive ***** ** ****** *** ******** ******* ****** *** *** ********
Menne-Haritz, * ****** ******** processes ** ******** ******* ******** ** collaborative ******** ******* ******** *** knowledge management ****** ********
****** ** * ******** * ****** Collaborative munication processes *** decision-making ** organizationsPrice: $35.50