Chapter 2 Report

July 6, 2019
 TOPICS
• SWOT Analysis
• Stakeholder Identification
• Strategic Planning
• Environmental Scan
• Implementation and Evaluation
 TOPICS (continued)
• Organizational Structure
• Management Styles
• Supervision Styles
• Staff Committees or Group Think
 What is SWOT Analysis

• SWOT Analysis is a tool used for strategic planning and

strategic management in organizations. It can be used
effectively to build organizational strategy and
competitive strategy.
S.W.O.T
 SWOT Analysis

Organizations are wholes that are in interaction with their

environments and consist of various sub-systems. In this
sense, an organization exists in two environments, one
being in itself and the other being outside. It is a necessity
to analyze these environments for strategic management
practices. This process of examining the organization and
its environment is termed SWOT Analysis.
 Stakeholder Identification

• Stakeholder Definition:
any group or individual who can affect or is affected
by the achievement of the organization's objectives”
(Freeman 1984)
4 key distinct techniques in identifying
stakeholders
• use of a generic list
• asking a set of questions
• snowballing technique
• stakeholder mapping
 Use of Generic List

• 3 categories:
1. those who affect the project;
2. those who are affected by the project;
3. others who may be interested
The generic stakeholder categories and types
 Asking Set of Questions
• Who are responsible for the project (and its different components/aspects)?
• To whom are statutory responsibilities owed?
• Who are the intended users/beneficiaries of the project?
• Who are the voiceless, but affected by the project?
• Who can negatively affect the success of the project through their opposition/non-cooperation?
• Who run (or belong to) organizations with relevant interests?
• Who have the ability to represent the interests of those unable to participate (e.g. future generations,
non-human entities)?
• Who have the authority to make judgements on behalf of those they are representing?
• Who have unique knowledge related to any aspect of the project?
• Who have historical or cultural links to the area or to any issues that the project raises?
• Who depend on the resources (natural or other) which may be affected by the project?
• Are a few identified stakeholders representing interests of diverse groups (are they sufficiently
representative)?
 Snowballing Technique

Once these stakeholders have been identified, they

need to be brought together and asked on their
opinions on whom they consider as stakeholders. In
other words, snowballing technique should be
adopted to identify these and further participants.
Stakeholder Mapping
 Strategic Plan
• Strategic planning is an organizational management activity
that is used to set priorities, focus energy and resources,
strengthen operations, ensure that employees and other
stakeholders are working toward common goals, establish
agreement around intended outcomes/results, and assess and
adjust the organization's direction in response to a changing
environment. It is a disciplined effort that produces
fundamental decisions and actions that shape and guide what
an organization is, who it serves, what it does, and why it
does it, with a focus on the future.
 Process of Strategic Planning

• Write a Vision Statement. A Vision Statement is a statement (typically 2-3

sentences) that gives the reader (and more importantly, the organization) a
mental picture of what the organization hopes to become or what the
organization hopes to achieve.

SM Supermalls aims to become Asia’s most popular mall chain through

constant innovation and partnership with the world’s best retailers.
 Process of Strategic Planning
• Write a Mission Statement. A Mission Statement is an explanation of why
an organization exists and the path it will take to achieve its vision. These
statements are typically shorter than a vision statement but not always and
are organization specific.

We provide the family fun mall experience that makes every day better
for all.
 Process of Strategic Planning
• Gap Analysis. A gap analysis is a process an organization goes through to
identify the gaps between its current state and what it hopes to achieve –
its vision.
• SMART Goals. Write SMART goals for 2-3 years out (some
organizations choose to go shorter or longer depending on the
organization)
• Monitor Progress. Goals should be monitored at least on a quarterly
basis. This can be as simple as asking the responsible person to give a
status update on their goals for the quarter. It is very important that this is
done because all organizations are so busy today that the day-to-day
responsibilities can sometimes get in the way of completing long-term
goals.
 Benefits of Strategic Planning

• improved communication between departments and an increase in the level of

understanding of individual roles and interdependence” (Smith-James, 2005)
• plans helped to translate promises into action and afforded a wide range of
stakeholders the opportunity to become better educated about public services and to
participate in policy and program formulation and evaluation” (Smith-James, 2005)
• allows administrators to “plan for long term development with greater confidence
and a greater orientation towards results” (Proeller, 2007).
 Environmental Scan

• the process of gathering information about events and their relationships

within an organization's internal and external environments. Its basic
purpose is to help management determine the future direction of the
organization.
• a manner through which managers acquire relevant information about what
happens outside the company so that future courses of action are taken
(Aguillar, 1967)
 Steps to Environmental Scanning
• Identify participants and responsibilities
• Carry out scanning activities
• Identify and analyze important issues and trends
• Report results or select issues and trends to act on
• Scan on a continuous basis
 Implementation & Evaluation
• Implementation is a specified set of activities designed to put into practice
an activity or program of known dimensions.
• Evaluation is the process of determining merit, worth, or significance; an evaluation is a
product of that process”(Scriven, 1991, p. 53)
• Measurement of things
 Implementation
• The purposes and outcomes of implementation might be categorized as:
Paper implementation means putting into place new policies and procedures (the
“recorded theory of change,” Hernandez & Hodges, 2003) with the adoption of an
innovation as the rationale for the policies and procedures
Process implementation means putting new operating procedures in place to
conduct training workshops, provide supervision, change information reporting forms,
and so on (the “expressed theory of change” and “active theory of change,”
Hernandez & Hodges, 2003) with the adoption of an innovation as the rationale for
the procedures.
 IMPLEMENTATION STEPS
• The steps can be grouped into five broad categories:
Program planning
Community relations
Service delivery
Staffing
Evaluation
 IMPLEMENTATION STEPS
(Program Planning)
• STEP 1. SITUATIONAL ANALYSIS
• STEP 2. GUIDELINES, PROTOCOLS, AND STRATEGIES
• STEP 3. PROGRAM FRAMEWORK
• STEP 4. BUDGET AND FUNDING
• STEP 5. ACTION PLAN
 IMPLEMENTATION STEPS
(Community Relations)
• STEP 6. COMMUNITY PARTNERS
• STEP 7. INCENTIVES
 IMPLEMENTATION STEPS
(Service Delivery)
• STEP 8. LOCATION
• STEP 9. ADMINISTRATIVE PROTOCOLS
 IMPLEMENTATION STEPS
(Staffing)
• STEP 10. STAFFING REQUIREMENTS
• STEP 11. TRAINING
 IMPLEMENTATION STEPS
(Evaluation)
• STEP 12. Conduct an EVALUATION.
 Organizational Structure
• Minterzberg (1972): Organizational structure is the framework of the
relations on jobs, systems, operating process, people and groups making
efforts to achieve the goals. Organizational structure is a set of methods
dividing the task to determined duties and coordinates them.
 Different Types of
Organizational Structures
• The organization theorists consider mostly two types of structures: Physical
and Social Structures.
• Physical structure refers to the relations between physical elements of
organizations as buildings and geographical places in which the works are
done
• Social Structure refers to the relations between social elements as people,
positions and organizational units (e.g. departments and sectors)
 Management Style
• Management style is simply construed as a way to manage an organization. It
is the general approach of a manager in dealing with people at work and
exercising of authority over subordinates in an effort to reach organizational
goals (Quang, 2002; Hartzell, 2006).
• Davidmann (1995) opines that the effectiveness of any organization is largely
determined by the manner of work co-ordination, level of workers
commitment to the entity and the extent to which workers co-operate with
one another, management and the community.
 Types of Management Style
• In recent times, commonly exhibited styles of management includes
authoritarian, coercive, authoritative, democratic, affiliative, permissive,
indifferent, coaching, pacesetting, visionary, bureaucratic and defensive styles
of management (Effere, 2005).
 Types of Management Style
• McGuire (2005) explored basic management styles and different managers in the
pharmaceutical industry and came up with charismatic, persuasive, consultative,
transactional, transformational and delegating styles
• Pascale and Athos (1981) examined the Japanese style of management underscores
paternalism, lifetime employment, seniority, lifelong learning, collective decision
making, hard work, co-operation ethics, continuous adaptation and improvement
• The management style of the Americans pay attention to core values, high flexible
structure, business unit autonomy, interactivity and innovation.
 Styles of Supervision
• Supervision is a formal process based on the relationship between supervisor
and supervisee, while the supervisor’s role is to help the supervisee acquire
appropriate professional behavior and therapeutic competence gained
through, and examination of, the supervisee’s professional activities (Hart,
1982; Loganbill et al. 1982).
 Styles of Supervision
• Directing Supervisor
• Coaching Supervisor
• Supportive Supervisor
• Delegating Supervisor
 Styles of Supervision
(Directing Supervisor)
• Identifies problems
• Sets goals and define roles
• Develops an action plan to solve problems
• Controls decision making
• Provides specific directions
• Initiates problem solving and decision making
• Announces solutions and decisions
• Closely supervises and evaluates work
 Styles of Supervision
(Coaching Supervisor)
A Coaching Supervisor:
• Identifies problems
• Sets goals
• Recognizes and praises progress
• Explains decisions
• Solicits ideas
• Makes final decisions after hearing the member/volunteer's ideas, opinions and feelings
• Continues to direct work
• Evaluates work
 Styles of Supervision
(Supportive Supervisor)
A Supportive Supervisor:
• Involves the member/volunteer in identifying problems and setting goals
• Lets member/volunteer take the lead in defining how the task is to be done or the
problem is to be solved
• Provides assurance and support, resources and ideas, if requested
• Shares responsibility with member/volunteer for problem solving and decision
making
• Listens and facilitates problem solving and decision making by the
member/volunteer
• Evaluates member/volunteer's work with the member/volunteer
 Styles of Supervision
(Delegating Supervisor)
A Delegating Supervisor:
• Jointly defines problems with member/volunteer
• Collaborates with member/volunteer in setting goals
• Lets member/volunteer develop action plan and control decision making about
how, when, and with whom the problem should be solved or the task done
• Accepts member/volunteer's decisions
• Evaluates performance only periodically
• Lets member/volunteer take responsibility and credit
Manager’s Role in Teams
 Groupthink
• groupthink stands for concurrence-seeking, that is, the tendency for
group members toward converging opinions about the adoption of a
certain course of action in a given decision situation