slide1 l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Qatar University Workshop On Academic Action Plan Conducted By Salaheldin Ismail, PhD Chair, Department of Management &a PowerPoint Presentation
Download Presentation
Qatar University Workshop On Academic Action Plan Conducted By Salaheldin Ismail, PhD Chair, Department of Management &a

Loading in 2 Seconds...

play fullscreen
1 / 36

Qatar University Workshop On Academic Action Plan Conducted By Salaheldin Ismail, PhD Chair, Department of Management &a - PowerPoint PPT Presentation


  • 179 Views
  • Uploaded on

Qatar University Workshop On Academic Action Plan Conducted By Salaheldin Ismail, PhD Chair, Department of Management & Marketing June, 2006. Contents. Introduction (Mission, Objectives, Strategies) Action Plan Concepts (Concepts, Types, SWOT analysis) Scorecard Concepts

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Qatar University Workshop On Academic Action Plan Conducted By Salaheldin Ismail, PhD Chair, Department of Management &a' - gabe


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1

Qatar University

Workshop

On

Academic Action Plan

Conducted By

Salaheldin Ismail, PhD

Chair, Department of Management & Marketing

June, 2006

contents
Contents
  • Introduction

(Mission, Objectives, Strategies)

  • Action Plan Concepts

(Concepts, Types, SWOT analysis)

  • Scorecard Concepts

(Definition, Importance, Implementation)

  • From Recommendations To Action Plan

(How to Transform Task Force Recommendations into Action Plans)

  • Key Lessens Learned
slide4

Strategic Management Hierarchy

VISION

What we want tobe

MISSION

Why we exist

VALUES

What we believe in

OBJECTIVES - STRATEGIES

Our Game Plan (Action Plan)

SCORECARD

Implementation and Concentration

STRATEGIC INTITIATIVES

What we need to do

STRATEGIC OUTCOMES

PERSONAL WORK OGJECTIVES

What I need to do

Satisfied

CUSTOMERS

Effective

PROCESSES

Motivated & Prepared

WORKFORCE

vision
Vision
  • Reflects the ability to create and articulate a realistic, credible, attractive goals that proposes a future better than the present.
  • e.g. we enable growth and add value to all we touch. QU will become a recognized educational leader, inspiring and empowering persons for leadership.
mission
Mission
  • It is a broad statement that identify the organization’ products and customer and distinguish it from its competitors. The reason for existence of an organization. States the purpose of an organization.
  • e.g. QU creates learning communities where students develop their potential for meaningful and productive lives.
values
Values
  • Reflect ideas about what a society believes to be good, right, desirable or beautiful.
  • e.g. we act with integrity and honesty. Respect for one another. Cooperation
objectives
Objectives
  • They are the targets toward which the organization is directed
  • The main consequences of any activities.
  • Provide detail and scope of the mission.
objectives should be smart
Objectives should be SMART.
  • Specific
  • Measurable

“What gets measured gets done”

If you cannot measure it you cannot understand it

If you cannot understand it you cannot control it

If you cannot control it you cannot manage it

  • Applicable
  • Realistic
  • Timed

e.g. increase No. of students (200- Fall 2007).

advantages of setting objectives
Advantages of setting objectives:
  • They provide guidance or direction for people in the organization.
  • They provide an effective mechanism for evaluation and control.
  • They can be considered as a source of motivation (if they are SMAT, they can motivate people to work harder, especially, if attaining the goal is likely to result in rewords).
  • Resource Allocation: Critical decisions involving resources (people, time, equipment, money) are more consistent with organizational objectives when objectives- setting strategies are used.
strategies
Strategies
  • Plans for achieving organizational objectives.
  • e.g. To establish a new college. To obtain a college education.
tactics
Tactics
  • Methods and activities taken to accomplish strategies.
  • e.g. select a college, select a major.
operations
Operations
  • Day to day activities.
  • e.g. Register, Buy books, take courses, Study.
planning
Planning
  • The process of defining the organization’s objectives, establishing strategies for achieving those objectives and developing action plans to integrate and coordinate activities.
importance
Importance
  • Helps managers to be proactive (make things happen).
  • Provides directions (increases the ability of forecasting).
  • Reduces the impact of change (uncertainty).
  • Minimizes wastes (time, capacity, materials, workforce).
  • Sets the standards to facilitate control.
dimensions of plans
Dimensions of Plans
  • Repetitiveness: is the extent to which the plan is used over and over again (standing plans or single- use plans).
  • Time: is the length of time the plan covers. (long, intermediate or short – term plans).
  • Scope: is the portion of the total management system at which the plan is aimed. (Inputs, processes, outputs).
  • Level: is the level of the organization at which the plan is aimed (Top level, Middle level or lower level).
approaches
Approaches
  • Bird Approach.
  • Squirrel Approach.
action plan
Action Plan
  • Definition:

A plan used to operationalize any other kind of plan. It is a specific action proposed to help the organization achieve its objectives.

1 where we are
1. Where we are?.

To do that, there are many tools such as:

  • Critical Questions Analysis
  • SWOT analysis
  • Business Portfolio Analysis
  • Porter’s Model
  • SWOT Analysis: is a strategic development tool that matches internal organizational strengths and weaknesses with external opportunities and threats. (SWOT is an acronym for an organization’s strengths and weaknesses and its opportunities and threats).
2 to where we want to go
2. To where we want to go?.

Objectives:

  • Short- term objectives (targets to be achieved in one year or less- set by and for lower- level managers).
  • Intermediate- term objectives (targets to be achieved in one to five years- set by and for middle management).
  • Long- term objectives (targets to be achieved in five to seven years – set by and for top management).
3 how to get there
3. How to get there?
  • Set up your Road Map i.e. Strategy Strategic Plan: It is a long – term plan that focuses on the organization as a whole.

Tactical plan: A plan aimed at achieving tactical goals and developed to implement parts of a strategic plan.

Operational Plan: Focuses on carrying out tactical plans to achieve operational goals.

  • Identify resources needed i.e. People, Equipments, Materials, Time.
what is the scorecard sc
What is the Scorecard (SC)?
  • The scorecard is considered as a management philosophy (not only a measurement tool). It will enable colleges or departments to spell out their vision, strategy and objectives and translate them into (effective and sufficient action plan).
scorecard benefits
Scorecard Benefits
  • Learning
  • SC Places the departments and colleges in a learning environment.
  • How to set up new initiatives and how to assign your resources sufficiently?.
  • Promoting Cause-effect philosophy.
  • Understanding measurement processes.
  • Planning
  • Allocating resources based on performance
  • Predicting future outcomes
  • Developing real KPIs.
  • Transforming planning from an academic exercise into practical tasks.
  • Facilitating Improvements
  • Identifying what most needs to be changed
  • Identifying best practices through benchmarking
  • Providing a feedback for both the internal business processes and external out comes in order to continuously improve your performance and end results.
scorecard requirements
Scorecard Requirements
  • Developing and institutionalizing a Quality System.
  • Having the right people managing the process, with top level commitment.
  • Understanding how SC will be applied to the process and objectives in advance.
  • Creating a balance among people, process, and technology in order to drive continuous improvement effectively.
why use the scorecard in qu
Why Use the Scorecard in QU?
  • Because we need to know what our customer’s (students and community) expectations are and what our employees needs (Tangible and intangible) to have to meet these expectations (SC can be linked into performance management). Because we cannot achieve our stated objectives without taking those expectations into account.
implementation
Implementation
  • Identify strategic objectives
  • Identify outcome measures
  • Develop Action plans
  • Identify data collection systems
  • Launch Scorecard
  • Set up Continuous Improvement initiatives.
slide30

Getting Started in SC

1- Set Objectives

2- Create KPIs

6- Set continuous Improvement Initiative

3- Action Plan for Measuring

5- Review data and Launch Scorecard

4- Collect data

fifth key lessens learned
Fifth: Key Lessens Learned
  • It provides a framework needed for strategic alignment and organizational learning.
  • It can be used as a Performance measurement.
  • It can be used as a management philosophy.
  • It increases the use of information technology.
  • It helps to know what to Benchmark