A ____ is defined as a desired future state that the organization attempts to realize. ____ are important because they define the purpose of an organization. Show
A ____ is a blueprint for goal achievement and specifies the necessary resource allocations, schedules, tasks, and other actions. Goals specify future ends; ____ specify today's means. The word _______ means determining the organization's goals and defining the means for achieving them. _____ is the organization's reason for existence that describes the organization's values, aspirations, and reason for being. The formal ____ _______ is a broadly stated definition of purpose that distinguishes the organization from others of a smiliar type ______ _____ are broad statements describing where ht eorganizaiton wants to be in the future. They pertain to the entire organization rather than to specific divisions/departments ______ ____ define the action steps by which the company intends to attain strategic goals. A ______ ____ is a blueprint that defines organizational activities and resource allocattions, tends to be long-term. _______ ____ are the results that major devisions and departments within the organization intend to achieve. ______ ____ apply to middle management and describe what major subunits must do in order for the organization to achieve strategic goals. ________ ____ define what major departmnets and organizational subunits will do to implement the organization's strategic plan--shorter period. _________ ____ are the specific results expected from departments, work groups, and individuals. ________ ____ are developed at the lower levels of the organization to specify action plans toward achieving operation goals and to support tactical plans. _____-___ ____ are developed to achieve objectives that are not likely to be repeated in the future. _____ ___ are used to provide guidance for tasks performed repeatedly within the organization. The primary _____ ___ are organizational policies, rules, and procedures. __________ ____, often referred to as scenarios, define company responses to be taken in case of emergencies or setbacks. ____________ ______ means that planning experts work with managers in major divisions or departments to develop their own goals and plans. Learn how to identify action steps for determining who will do what by when and with what resources.
Identifying action steps from your action plan is essential for acheiving your organization's goals. Determining action steps helps your group members find practical ways to reach your group's objectives and focus on the details necessary to succeed. This section provides a guide for developing action steps in order to increase the efficiency of your organization. What is an action step?An action step refers to the specific efforts that are made to reach the goals your agency has set. Action steps are the exact details of your action plan. They should be concrete and comprehensive, and each action step should explain:
Taken together, your defined action steps comprise your group's action plan. Why should you identify action steps?Anticipating the future makes us feel in control, right? That's the major reason why identifying action steps is important. You can get prepared for what your next step should be. Other reasons are:
When should you determine action steps?You should determine your action steps after you have decided what changes you want to occur. You probably do this anyway, at least on a casual level; you decide what changes you want to see occur, and then you decide how to go about making them. These "hows" are your action steps. Ideally, they will be thoughtfully, officially decided upon early in the life of your organization, and then updated every year or two as your group grows and changes. Even if your organization has been around for a while, though, and doesn't have defined action steps yet, it's never too late to decide on them, since we hope you're going to be around for a long time! How do you identify action steps?Determine what your group, as a whole and individually, is really good at. Are you great at fund raising? Do you have a member who happens to write for the local paper? Brainstorm all the possible strengths of your group, no matter how off the wall they might seem. (You never know when an award-winning tuba player will be just what you need!) Brainstorm different, specific ways that these strengths can be used to carry out the changes that you have decided upon.
Consider the possible barriers to implementing your proposed changes, and possible ways to remove these barriers. Some questions you might ask yourselves include:
For instance, in the example given above dealing with contraceptives, pharmacists might be worried that their name next to the slogan, "Get your condoms here!" might hurt their business. A card that just had the names and phone numbers of your agency and of their establishments, however, might calm these fears and give the pharmacies some free, welcome publicity. Brainstorm different ways (your action steps) to go about implementing the proposed changes in each sector that you have chosen. Be sure to have someone take good notes! Again, make sure each action step includes:
Determine a final list of action steps for each community sector from the ideas that came from your brainstorming. Try to determine lists that are feasible, effective, and comprehensive.
Pat yourself on the back for getting all your planning done, take a deep breath, and go do what you've said you are going to! Online Resources Bridging the Word Gap: Action Planning Guide Concerns Report Handbook: Planning for Community Health Preventing Adolescent Pregnancy: An Action Planning Guide for Community-Based Initiatives Preventing Adolescent Substance Abuse: An Action Planning Guide for Community-Based Initiatives Preventing Child Abuse and Neglect: An Action Planning Guide for Community-Based Initiatives Preventing Youth Violence: An Action Planning Guide for Community-Based Initiatives Promoting Child Well-Being: An Action Planning Guide for Community-Based Initiatives Promoting Health for All: Improving Access and Eliminating Disparities in Community Health Promoting Healthy Living and Preventing Chronic Disease: An Action Planning Guide for Communities Promoting Urban Neighborhood Development: An Action Planning Guide for Improving Housing, Jobs, Education, Safety and Health Reducing Risk for Chronic Disease: An Action Planning Guide for Community-Based Initiatives Work Group Evaluation Handbook Youth Development: An Action Planning Guide for Community-Based Initiatives Organizations: Kansas Association of Nonprofit Organizations Center for Creative Leadership Print Resources Barry, B. (1984). Strategic planning workbook for nonprofit organizations. St. Paul, MN: Amherst H. Wilder Foundation. Berkowitz, W. (1982). Community impact: creating grassroots change in hard times. Cambridge, MA: Schenkman Publishing. Bryson, J. (1991). Getting started on strategic planning: what it's all about and how it can strengthen public and nonprofit organizations. Audiotape. Jossey-Bass Publishers. Fawcett, S., Paine, A., Francisco, V., Richter, K., Lewis, R., Harris, K., Williams, E., & Fischer, J. L., in collaboration with Vincent, M. L. & Johnson, C. G. (1992). Preventing adolescent pregnancy: an action planning guide for community-based initiatives. Lawrence, KS: Work Group on Health Promotion and Community Development, University of Kansas. Fawcett, S., Claassen, L., Thurman, T., Whitney, H., & Cheng, H. (1996). Preventing child abuse and neglect: an action planning guide for building a caring community. Lawrence, KS: Work Group on Health Promotion and Community Development, University of Kansas. Lord, R. (1989). The nonprofit problem solver. New York, NY: Praeger. Olenick, A., & Olenick, P. (1991). A nonprofit organization manual. New York, NY: The Foundation Center. Unterman, I., & Davis, R. (1984). Strategic management of not-for-profit organizations. New York, NY: CBS Educational and Professional Publishing. Wolf, T. (1990). Managing a nonprofit organization. New York, NY: Prentice Hall. What are the action steps by which an organization intends to attain its overall goals?Strategic plans are the action steps by which an organization intends to attain strategic goals.
Which of the following are steps in the planning process of an organization?Planning Process. 2.1 1] Recognizing Need for Action.. 2.2 2] Setting Objectives.. 2.3 3] Developing Premises.. 2.4 4] Identifying Alternatives.. 2.5 5] Examining Alternate Course of Action.. 2.6 6] Selecting the Alternative.. 2.7 7] Formulating Supporting Plan.. 2.8 8] Implementation of the Plan.. Which of these is the act of determining the Organisation's goals and the means for achieving them?Goals specify future ends; plans specify today's means. The word planning incorporates both ideas: It means determining the organization's goals and defining the means for achieving them.
What are the first 3 steps of planning an organization in the correct order )?Before you begin the strategic planning process, it is important to review some steps to set you and your organization up for success.. Determine your strategic position. ... . Prioritize your objectives. ... . Develop a plan. ... . Execute and manage the plan. ... . Review and revise the plan.. |