Strategic Management

1. EVANGELINE L. LEYNES
PHDEM 706 Advanced Strategic Management
DR. HERNADO P. GOMEZ
Professor

3. Strategic Planning is the process of looking at all
aspects of your school and planning how you wish to
move the school forward. It provides the ‘big picture’
of where you are, where you are going and how you
are going to get there.
Finding an ideal future vision for the organization.

5.  Where is the school now?
 Where does the school want to be in 3, 5, 10, 20
years?
 How are we going to get there?

6. All schools should have
a strategic plan.
Without one, the
school’s key
stakeholders (parents,
students, staff and the
community) don’t know
where you are going.
With a strategic plan,
everyone is working
towards the same
vision, trying to reach
the same goals, and
building commitment to
the organization.

7.  A Strategic Plan also makes everyone’s work
easier.
 It reduces the number of decisions senior
management has to make since most decisions
are made on the basis of whether or not they fit
the school’s vision and goals;
 It ensures the school staff focus on the essentials
as determined by key stakeholders;
 It provides direction so all stakeholders have a
clear vision of what the school is trying to achieve
and some understanding of the strategies agreed
upon.

9. Decisions about strategic planning
should take into account:
The school’s stage of development
The level of resources available
The level of competence of the Board and senior
management in the area of strategic planning.

10. Every organization needs a current plan
and execute the plan. Especially in these
challenging times!

12. The ‘strategic plan’ in this scenario is simple and concentrates on very
few targets over a relatively short period of time.
The important focus in this type of planning is the concentration on a few
targets at a time.

13. Most strategic
planning approaches
focus on delivering a
document rather than
on actionable insight.

14. Failure to Implement
A plan is nothing more than words on paper until it is implemented.
School stakeholders quickly become cynical if months are spent on
developing a strategic plan, and then the plan remains in the
principal’s office, or amongst the board’s papers.

15. Without action,
assessment, and
re-planning, a
strategic planning
exercise is a waste.

16. Often the plan wrongly states what the leader
wants rather than what can emerge from team
knowledge, expertise and vision.

17. Organizational Structure

18. Organizational
Structure
How it Works
Functional
Structure
Such organizations are divided into specific departments and
employees are hired for each department based on their professional
skill sets that are best suited for that department. For instance, an
accounts graduate would be preferred over an arts graduate for
handling the accounts and taxation department.
A functional structure features well-defined channels of communication and
authority/responsibility relationships. Not only can this structure improve productivity by
minimizing duplication of personnel and equipment, but it also makes employees
comfortable and simplifies training as well.

19. But the functional structure has many downsides
·The functional structure can result in narrowed perspectives reduced
cooperation and communication may occur
·Decisions and communication are slow to take place because of
the many layers of hierarchy. Authority is more centralized.
·The functional structure gives managers experience in only one field
—their own. Managers do not have the opportunity to see how all
the firm's departments work together and understand their
interrelationships and interdependence.

20. Evangeline L. Leynes