Planning Strategic
Planning Strategic is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. In order to determine where it is going, the organization needs to know exactly where it stands, then determine where it wants to go and how it will get there. The resulting document is called the "strategic plan." Therefore, strategic innovation and tinkering with the "strategic plan" have to be a cornerstone strategy for an organization to survive the turbulent business climate. Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions:- "What do we do?"
- "For whom do we do it?"
- "How do we excel?"
In here, Top Management & Middle Management using this point for their government such as for :
Vision: Defines the way an organization or enterprise will look in the future. Vision is a long-term view, sometimes describing how the organization would like the world to be in which it operates. For example, a charity working with the poor might have a vision statement which reads "A World without Poverty."
Mission: Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its Vision.It is sometimes used to set out a "picture" of the organization in the future. A mission statement provides details of what is done and answers the question: "What do we do?" For example, the charity might provide "job training for the homeless and unemployed."
Values: Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture and priorities and provide a framework in which decisions are made. For example, "Knowledge and skills are the keys to success" or "give a man bread and feed him for a day, but teach him to farm and feed him for life". These example values may set the priorities of self sufficiency over shelter.
Strategy: Strategy, narrowly defined, means "the art of the general" (from Greek stratigos). A combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there. A strategy is sometimes called a roadmap which is the path chosen to plow towards the end vision. The most important part of implementing the strategy is ensuring the company is going in the right direction which is towards the end vision.
There are many approaches to strategic planning but typically a three-step process may be used:
- Situation - evaluate the current situation and how it came about.
- Target - define goals and/or objectives (sometimes called ideal state)
- Path / Proposal - map a possible route to the goals/objectives
Study Case : Mr. Anwar as General Manager have Planning Straregy to increase the revenue in the Hotel Santika with add the even on Saturday Night with live music and give the free movie ticket at XXI during as the guest at Santika.
Planning Operational
Usually be there in Middle Management and Low Management. An operational planning is a subset of strategic work plan. It describes short-term ways of achieving milestones and explains how, or what portion of, a strategic plan will be put into operation during a given operational period, in the case of commercial application, a fiscal year or another given budgetary term. An operational plan is the basis for, and justification of an annual operating budget request. Therefore, a five-year strategic plan would need five(5) operational plans funded by five operating budgets.
An operational plan draws directly from agency and program strategic plans to describe agency and program missions and goals, program objectives, and program activities. Like a strategic plan, an operational plan addresses four questions:
- Where are we now?
- Where do we want to be?
- How do we get there?
- How do we measure our progress?
Operational plans should be prepared by the people who will be involved in implementation. There is often a need for significant cross-departmental dialogue as plans created by one part of the organisation inevitably have implications for other parts.
Operational plans should contain:
- clear objectives
- activities to be delivered
- quality standards
- desired outcomes
- staffing and resource requirements
- implementation timetables
- a process for monitoring progress.
Study Case :
The Marketing Manager received the instruction from General Manager to increase the revenue for Hotel. So, The Marketing Manager make the cooperation to XXI Company for free ticket for guest of Santika Hotel. And also cooperation with Even Organation for doing even every Saturday night near swimming pool in the Santika Hotel.
