STRATEGIC PLANNING PROCESS IN ORGANIZATIONAL DEVELOPMENT

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1 Internatinal Jurnal f Management (IJM) Vlume 7, Issue 7, Nvember December 2016, pp , Article ID: IJM_07_07_012 Available nline at Jurnal Impact Factr (2016): (Calculated by GISI) ISSN Print: and ISSN Online: IAEME Publicatin STRATEGIC PLANNING PROCESS IN ORGANIZATIONAL DEVELOPMENT Mhammad Eshteiwi Ahmuda Shafter Faculty f Ecnmics, Azzaytuna University, Libya Dr. Adu Ssalam Masaud Hander Faculty f Ecnmics and Plitical Science, Azzaytuna University, Libya Dr. Saleh Salem Ghnaem Faculty f Ecnmics, Azzaytuna University, Libya ABSTRACT Strategic planning is a set f intentins expressed as a plan. The plan turns the intentins int reality by fcusing n the brad future f the rganizatin based n an analysis f the external and internal envirnment. T be prepared, we need t build plans that articulate pririties and strategic actins that will get we ready fr the future, and we need t d the tasks t implement effectively in an ever-changing envirnment. As a result, ur planning prcess fcuses a rganizatin management/leadership team n planning nt just fr market and prduct/service grwth but als n planning fr the develpment f the infrastructure (resurces, peratinal systems, management systems, and rganizatinal culture) needed t prmte sustainable success. In a very real sense, ur strategic planning prcess is a cmprehensive strategic rganizatinal develpment planning prcess. Key wrds: planning prcess, strategic rganizatinal develpment, Management Systems Cite this Article: Mhammad Eshteiwi Ahmuda Shafter, Dr. Adu Ssalam Masaud Hander and Dr. Saleh Salem Ghnaem, Strategic Planning Prcess in Organizatinal Develpment. Internatinal Jurnal f Management, 7(7), 2016, pp INTRODUCTION Management Systems has develped a unique, prven methdlgy fr strategic planning that has been used by hundreds f rganizatins t grw successfully and prfitably ver the lng term. Strategic planning in these turbulent times must be relevant, cst-effective, and transfrming. It can help us, ur emplyees, and ur utility adapt and respnd t new demands and emerging issues. This new kind f strategic planning prcess is based n assumptins that reflect ur real wrld, s the plans it prduces fit with the day-t-day questins and actins that shape the success f ur enterprise. There is brad agreement amng nnprfit leaders and experts that planning is a critical cmpnent f gd management and gvernance. Planning helps assure that an rganizatin remains relevant and editr@iaeme.cm

2 Strategic Planning Prcess in Organizatinal Develpment respnsive t the needs f its cmmunity, and cntributes t rganizatinal stability and grwth. It prvides a basis fr mnitring prgress, and fr assessing results and impact. It facilitates new prgram develpment. It enables an rganizatin t lk int the future in an rderly and systematic way. Frm a gvernance perspective, it enables the Bard t set plicies and gals t guide the rganizatin, and prvides a clear fcus t the Executive Directr and staff fr prgram implementatin and agency management. Mst rganizatins understand the need fr annual prgram bjectives and a prgramfcused wrk plan. Funders require them, and they prvide a basis fr setting pririties, rganizing wrk, and assessing prgress. A grwing number f Hispanic cmmunity-based rganizatins g beynd funder requirements t develp annual bjectives and perating plans which als include a systematic plan fr resurce develpment, rganizatinal develpment, and in sme cases Bard develpment. Mst grups find it practical t define bjectives fr a 12-mnth perid, and t design strategies and prgrams t meet them. 2. MATERIAL AND METHODOLOGY 2.1. Steps in the Management Systems' Strategic Planning Prcess Management Systems methdlgy fr strategic planning cnsists f six steps, as shwn in belw. Figure 1 Steps in strategic planning prcess editr@iaeme.cm

3 Mhammad Eshteiwi Ahmuda Shafter, Dr. Adu Ssalam Masaud Hander and Dr. Saleh Salem Ghnaem 2.2. Steps in Management Systems Strategic Planning Prcess Step 1: Envirnmental Scan Identify Target Market (Custmers) and strengths and limitatins with respect t meeting market needs Identify the strengths and limitatins f Key Cmpetitrs Identify Key Market Trends and the threats and pprtunities they present Step 2: Organizatinal Assessment Identify the cmpany s strengths and limitatins at each level in the Pyramid f Organizatinal Develpment Step 3: Strategic Issue Reslutin Identify and wrk t reslve specific strategic issues identified thrugh an analysis f infrmatin cllected abut the cmpany s envirnment and internal capabilities. Step 4: Strategic Business Plan This plan cnsists f the fllwing cmpnents: Business Definitin/Cncept Statement: A ne- t three- sentence statement that answers the questin: What business are we in? It identifies the bundaries in which the business will perate and prvides fcus. Strategic Missin Statement: A brad statement f what an rganizatin wants t achieve during the planning perid (typically 3-5 years). The Strategic Missin Statement shuld include specific targets (e.g., revenue, market share, prfitability, expansin, brand, etc.) against which perfrmance can be assessed and a date (3-5 years ut) by which these targets shuld be reached. Cre Strategy: Defines hw the rganizatin will cmpete t win the game in its market. A Cre Strategy (r what might be thught f as an rganizatin s success frmula ) shuld reflect the factrs that differentiate r will differentiate the cmpany frm thse with whm it cmpetes fr custmers. These factrs shuld be truly unique. Key Result Areas (KRAs): Areas f an rganizatin s peratin in which perfrmance has a critical impact n the achievement f the verall Strategic Missin. In a very real sense, Key Result Areas r KRAs are critical success factrs. Objectives: Brad statements f what an rganizatin wants t achieve in the lng run (that is, by the Strategic Missin s due date). In a sense, Objectives reflect the strategy that the rganizatin is adpting with respect t each Key Result Area (KRA). Each KRA will have ne r mre Objectives. Gals: Specific, measurable results that an rganizatin wants t r needs t attain by a specified due date t make prgress in achieving a specific Objective. Gals shuld be SMART: Step 5: Budgeting Specific Define a specific utcme Measurable Targets against which prgress can be assessed Accuntable smene n the team has respnsibility fr each Gal and Actinable actin can be taken n the Gal Realistic a high prbability that the Gal can be achieved by its due date and Results-Oriented results t be achieved, versus actin t be taken Time-Dated Specific due date Identifies hw financial resurces will be invested t help the rganizatin achieve its plan editr@iaeme.cm

4 Strategic Planning Prcess in Organizatinal Develpment Invlves translating the verall strategic plan int financial terms. It shuld be nted that the develpment f a strategic plan and budget is an iterative prcess it may be that an rganizatin will need t adjust its strategic plan, depending upn the financial resurces available t supprt it. Budgeting is the respnsibility f an rganizatin s CFO. Step 6: Management Review A half- t full-day meeting each quarter during which management: Reviews prgress being made against Gals. Celebrates successes with respect t achieving Gals. Identifies any prblems r anticipated prblems with respect t achieving Gals and develps plans t address these prblems. Discusses and wrks t reslve any ther issues that might affect rganizatinal perfrmance. These include new pprtunities r threats presented by the market and changes t the cmpany s internal peratins. 3. RESULT AND DISCUSSION Strategic planning helps prvide an rganizatin with an intentinal and fcused way t arrive at decisins and actins that will guide what it d and why it des it. Strategic planning typically invlves a review and examinatin f an rganizatin s missin, visin, values, gals, and bjectives. As part f this prcess, the bard and staff will ftentimes d a situatinal analysis. This invlves bth an internal analysis and examinatin f the rganizatin s strengths and weaknesses and an external analysis r envirnmental scan that lks at trends, pprtunities, r threats that might affect its viability. Nnprfits shuld have a clearly stated missin. A missin statement describes the verall purpse f an rganizatin, and it answers the questin, Why d we exist? It als says, This is wh we are and what we re all abut. It is imprtant fr the bard and staff t peridically revisit the missin. This review helps affirm the missin s relevance and accuracy. It can als be a catalyst fr revising it t reflect changes in the external envirnment r in the nnprfit s particular field. The missin becmes the anchr fr develping brad rganizatinal gals and crrespnding bjectives and strategies. A majr benefit f a clear and fcused missin is hw it can help the bard and staff makes decisins abut cntinuing r expanding existing prgrams and services, eliminating them, r creating new nes. The time hrizn fr strategic planning has changed cnsiderably in the past several years. There are a variety f appraches that a bard and staff can take t strategic planning. The differences are usually the rder in which certain parts f the prcess are dne (e.g., develping the missin statement befre r after cnducting the situatinal analysis) r the particular activities cnducted as part f the preparatin (e.g., if interviews r surveys will be cnducted with varius grups f stakehlders, r if certain kinds f data need t be cllected r research dne). 4. SUMMARY AND CONCLUSION This apprach has a new effective strategic planning apprach incrprating six methds and business tls that can be custmized by individual utilities t respnd t their specific landscape needs. This unique apprach Scan, Plan, D prvides an effective strategic planning framewrk specifically designed Designs an apprach t fit ur rganizatin and utility s need resulting in a tailred planning prcess Fcuses ur utility n the imprtant strategic issues yielding a strategic plan that is relevant t ur external and internal landscape Aligns ur rganizatin with the strategic directin creating a cmmn understanding and cmmitment t implementing strategic change editr@iaeme.cm

5 Mhammad Eshteiwi Ahmuda Shafter, Dr. Adu Ssalam Masaud Hander and Dr. Saleh Salem Ghnaem Integrates strategy with utility peratinal plans supprting the successful executin f strategic and peratinal gals Offers unique and specific strategic planning tls fr utilities, easing the need t adapt tls that are widely used in ther industries Creates a dynamic, cntinuing, and sustainable planning prcess allwing strategic directin t shift and flex with change REFERENCE [1] Creating and Implementing Yur Strategic Plan by Jhn M. Brysn and Farnum K. Alstn, 1996, [2] Jssey-Bass Publishers. Available frm the N.C. Center fr Nnprfits ( [3] Fieldstne Alliance, [4] Free Management Library, _dec/str_plan/mdels.htm. [5] Innvatin Netwrk, [6] Nnprfit Lifecycles: Stage-based Wisdm fr Nnprfit Capacity ( [7] Liane Mahlmann Kipper, Elpídi Oscar Benitez Nara, Jã Carls Furtad, Juli Siluk, Magali Carlina Ellwanger and Bruna Buen Mariani, Management Prcesses fr the Redesign f Strategic Planning. Internatinal Jurnal f Management (IJM), 4 (6), 2014, pp [8] S. Abdul Hameed and Dr. N. Shaik Mhamed. Knwledge Management and Organizatinal Perfrmance in Engineering Organizatin. Internatinal Jurnal f Management (IJM), 7(2 ), 2016, pp editr@iaeme.cm

6 Strategic Planning Prcess in Organizatinal Develpment BIBLOGRAPHY Mhammad Eshteiwi Ahmuda Shafter Lecturer, University Prfessr in Azzaytuna University, M.Sc. In Business Administratin in 2006 frm Republic f Sudan, High Diplma in Cmputer in 2003, Libya Academic Attach f the Libyan Embassy in India 2016, State Supervisr (Australia - New Zealand - Malaysia - India), Teaching staff member at Faculty f Ecnmics, Azzaytuna University, Dr. Adu Ssalam Masaud Hander Faculty member & University Deputy fr Administratin and Financial Affairs. Ph.D.. in Business Administratin, University Deputy fr Administratin and Financial Affairs. Head f Cmmittee fr Emplyees Affairs, Head f Cmmittee fr Bids and Tenders. Head f Cmmittee fr Training and Develpment, Head f Editing Bdy fr Ecnmics and Cmmerce Jurnal Faculty f Ecnmics and Plitical Sciences Azzaytuna University Sug Alahad. Chancellr Designate f Azzaytuna University. Head f many administrative cmmittees. Dr. Saleh Salem Ghnaem PhD in Management Busuness,Cllege Management Academy Studies Supreme, Cair, Egypt in Directr f the Office f Administrative and Financial Affairs and faculty members at the faculty f Arts and Science Petrhnh frm , Head f Department f Business Administratin, Faculty f Ecnmics and Plitical Science, Zliten frm , President f the University f Zaytuna designate frm sept 2012 t Dec 2013, Directr f Faculty members at University f Azzaytuna Management frm 2013 t 2015, Member f Scientific Cmmittee and its decisin fr faculty members at the University f Zaytuna frm Jan 2013 until Oct editr@iaeme.cm