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Strategic Management Plan

Module 1

Executive Summary:

  • Executive Summary PDSA2
  • Introduction
  • Previous Sales
  • Sales &Profit
  • Proof of Sales & Profits Projections
  • Unique Features
  • Who will buy our products/services?
  • Competitors
  • Achievements
  • Conclusion

Module 2

Business Profile:

  • Introduction
  • Business Overview
  • Date of Establishment
  • Location
  • Years in Business
  • Trading Method
  • Description of Products
  • Sales Projections
  • Sales Graph
  • Why we will be Successful
  • Major Customers
  • Management Experience

 

 

Module 3

Corporate Objectives:

  • Introduction
  • Our Vision
  • Introduction
  • Our Vision Statement
  • Guiding philosophy
  • Tangible Image
  • Our Mission
  • Strategic Objectives to Achieve our Mission to Reach our Vision
  • Introduction
  • Methodology for achieving our Strategic Objectives
  • Our eight key strategic objectives
  • Setting our Strategic Objectives correctly
  • Marketing
  • Our Strategic Marketing Objectives
  • The Concentration decision
  • The Market Standing decision
  • Innovation
  • Human Organisation
  • Productivity
  • Physical Resources
  • Financial Resources
  • Social Responsibility
  • Profit Requirements

 

 

Module 4

Comprehensive Analysis:

 

  • Developing and implementing a Strategic Information Scanning System
  • Aaker’s (1983) Strategic Information Scanning System (SISS)
  • How to develop, implement, and manage Our SISS
  • Some questions to ask that may be helpful to determining the appropriateness of various Macro-environmental factors under consideration
  • Mega-environmental analysis
  • Technological
  • Economical
  • Legal-political
  • Socio-cultural
  • International
  • Task Environmental Analysis
  • Customer
  • Customer Analysis
  • Customer Analysis Methodology
  • Market Review
  • Our current target market
  • Review of our current target market
  • Market Trends
  • How client name is perceived in the market
  • How client name we would like to be perceived in the market
  • Future target market segmentation
  • Customer motivations
  • Unmet need of customer groups
  • Competitors
  • Identifying the full range of competitors
  • Analysing individual competitors
  • Size, growth, and profitability
  • Objectives and assumption
  • Current and past strategies
  • Organisation and culture
  • Cost Structure
  • Relative strengths and weaknesses Clients name V Competitor
  • Identifying potential competitors
  • Identifying strategic groups
  • Strategic group analysis
  • Suppliers
  • Labour Supply
  • Government Agencies
  • Industry Analysis
  • Suppliers and Creditors
  • Human & Physical Resources
  • Size and Growth
  • Structure
  • Make-up of new entrants
  • Power of suppliers
  • Power of buyers
  • Substitute products
  • Industry competition
  • Employing this structure analysis
  • Distribution channels
  • Costs
  • Trends
  • Key Success factors
  • Product Life Cycle
  • Environmental Turbulence
  • Commodification and the creation of value in our external environment
  • Strategic windows in our external environment
  • Organisational Factors analysis
  • Developing our Sustainable Competitive Advantage
  • Internal strengths (Distinctive competencies) analysis
  • Inaugural identification and analysis of our internal attributes to determine our resources
  • Barneys (1991) recommended analysis technique
  • Strategic role of our internal skills and resources we have identified
  • Development of our framework to build our resources to contribute optimally towards our profitability
  • Our Resources as a Source of direction that contributes to our profitability
  • Appraisal of their strengths and weaknesses relative to our competitor
  • Identification of opportunities for better utilisation of our resources
  • Our methodology we will be employing to identify the opportunities to better utilise our resources
  • Determining the current mix of your attributes we want to develop into resources to build a team strong enough to maintain distinctive competencies that will always match the Key Success factors in our industry sector
  • Our complementary Organisational Resources
  • Are we organised to exploit the full competitor potential of our resources?
  • Continuance improvement of our Attributes to turn them into resources
  • Our new framework for Developing and Exploiting our Resources Moving Forward
  • An immediate view on how strategy affects performance
  • Technology and the value chain, particular in the influence on drivers
  • Defining our current Value Chain-Part 1- Determining where to position our Primary and Support Sub – Activities (Step 3 in our Strategic Plan)
  • Linkages
  • The Cost Driver of Linkages
  • Working with Linkages Methodology
  • Applying the Cost Driver of Internal Linkages to reduce cost in our current Value Chain
  • Our Resource Audit Matrix Results
  • Applying the Cost Driver of Vertical Linkages to reduce cost in our current Value Chain
  • Controlling Vertical Linkages with Suppliers
  • Controlling Vertical Linkages with Channels
  • Our Value System
  • Analysing our Value System
  • What should be known after Analysis is complete
  • Inaugural identification and analysis of our current and potential capabilities needed to produce core competencies
  • Inaugural identification and analysis of our core competencies, which may lead to distinctive competencies
  • Identification and assessment of our capabilities
  • Internal Weaknesses
  • Internal Weaknesses analysis
  • S.W.O.T. Analysis
  • External Factors Analysis Summary
  • S.W.O.T. Analysis Summary
  • Introduction to Kotler’s (1996) External Opportunity and Threat Matrices
  • Cross impact matrix
  • T.O.W.S. matrix

 

 

Module 5

Strategic Direction:

  • Grand Strategy


 

 

Module 6

Management Plan:

 

  • Organisational Objectives
  • Organisational Strategies 

 

Module 7

Financial Plan:

 

  • Ratio Analysis
  • Financial Strategies
  • Financial Budgets

 

 

Module 8

Human Organisation Plan:

  • The specifics of our human resources (HR) plan.
  • Working on our Strategic Human Resource Diagnostic Model
  • S. W OT analysis in the HRM context
  • Organisational vision & mission
  • Organisational objectives
  • Organisational purpose
  • Grand Strategy
  • Organisational Structure
  • Organisational Culture
  • Human resource management objectives
  • Human resource management strategy
  • Human resource activities
  • Acquisition Activities
  • HRM Outcomes

 

Job analysis:

 

  • Job analysis
  • Purpose of job analysis
  • Components of job analysis
  • Approaches to job analysis
  • Job analysis and job design
  • When to analyse a job
  • Uses of job analysis
  • Job analysis templates
  • Job Descriptions
  • Job Descriptions Templates
  • Components of Job Descriptions
  • Job Description Guidelines
  • Job Specifications
  • Job Specifications Templates
  • Collection of job analysis information
  • Common data collection methods
  • Combination of Data Collection Methods
  • Methods of Job Analysis
  • Evaluation of Job Analysis
  • Competency Profiling
  • Competency Characteristics (Spencer & Spencer)
  • The Behavioural Event Interview
  • Criticism of Competency Profiling
  • Job Analysis and EEO
  • Practical Problems with Job Analysis
  • Theoretical Criticisms of Job Analysis
  • Job Design
  • Methods of job design
  • Quality of Work Life
  • Quality Circles
  • Employee Participation and Industrial Democracy
  • Summary

Recruiting Human Resources:

 

  • Recruiting Human Resources
  • Strategic Recruitment
  • Recruitment Policy
  • Recruitment Activities
  • Recruitment Methods
  • Internal or External Recruitment?
  • Internal Recruitment Methods
  • External Recruitment
  • Electronic Recruiting
  • EEO and AA in Recruitment
  • Recruitment of Women
  • Recruitment of Minorities
  • Recruitment of People with disabilities
  • Recruitment of Older Workers
  • Recruitment of Gay and Lesbian Workers
  • Recruitment of Aboriginal Australians and Torres Strait Islanders
  • Evaluation of Recruitment
  •  Summary

Employee Selection:

 

  • Employee Selection
  • Strategic Selection
  • Selection Policy
  • Validation of Selection Procedures
  • Predictor Validity
  • Reliability
  • Steps in the Selection Process
  • Reception of Applicant
  • Telephone Screening
  • Electronic Applicants
  • Preliminary Interview
  • Application Form 
  • Tests
  • Interviews
  • Medical Examination
  • Other Selection Techniques
  • The Selection Decision
  • Summary

 

Managing Diversity:

  • Managing Diversity
  • Introduction
  • Managing Diversity: A Strategic Approach to HRM
  • Approaches to Managing Diversity
  • Legal Obligations
  • Anti - Discrimination Legislation
  • Affirmative Action Legislation
  • Diversity Management
  • Discrimination
  • Distinguishing Between Discrimination and Unfairness
  • Employers' Responsibility to Prevent Discrimination
  • Types of Discrimination
  • Harassment
  • Merit
  • Brief Critique of Diversity Management
  • Summary

 

Appraising and Managing Performance:

  • Appraising and Managing Performance
  • Strategy Performance Management and Performance Appraisal
  • Performance Management
  • Rater of Employee Performance
  • Importance of Goal Setting in Performance Improvement
  • Performance Appraisal Record
  • Performance Review Discussion
  • Preparation required for the Performance Review Discussion
  • Conduct of the Performance Review Discussion
  • Performance Appraisal and EEO
  • Summary
  • Performance appraisal
  • Sources of Error in Performance Appraisal
  • Major Types of Performance Appraisal Systems
  • Static and Dynamic Performance Appraisals
  • Characteristics of a Dynamic Performance Appraisal Program

 

Human Resource Development:

 

  • Human Resource Development
  • Introduction
  • The need for Human Resource Development
  • Business and Economic Changes
  • Technological Change
  • Organisational change
  • Social, Legal and Other Changes
  • Strategic Human Resource Development
  • Learning Organisations
  • Knowledge Management
  • Human Resource Development
  • Scope of Training Programs
  • Training beyond Immediate Job Requirements
  • Systematic Approach to Training and Development
  • Orientation
  • Benefits of Employee Orientation
  • Orientation Program Content
  • Timing of Orientation
  • Formal Orientation Programs
  • Informal Orientation
  • Orientation Packages
  • Follow-Up
  • Supervisory and Management Training
  • Psychological Principles of Learning
  • Pre-Conditions for Learning
  • Learning-Centred learning
  • The Learning Curve
  • Summary

 

Career Planning and development: 

 

  • Career Planning and development
  • Importance of Career Planning and Development
  • HR Planning and Career Planning and Development
  • Employee’s Responsibility
  • Our Responsibility
  • Factors in Career Development
  • Dual Careers
  • Work-Family Conflict
  • Outplacement

 

Employee Motivation:

 

  • Employee motivation
  • Strategy and Motivation
  • Importance of Motivation
  • Management and Motivation
  • Early Theories of Motivation
  • Scientific Management
  • Human Relations Movement
  • Theory X and Theory Y
  • Content Theories of Motivation
  • Maslow’s Needs Hierarchy Theory
  • Herzberg’s Two-Factor Theory
  • Job Characteristics Theory
  • McClelland’s Achievement Motivation Theory
  • Limitations of Content Theories
  • Process Theories of Motivation
  • Vroom’s Expectancy Theory
  • Equity Theory
  • Goal-setting Theory
  • Reinforcement theory
  • Organisational Behaviour Modification
  • Money and Motivation
  • Pay and Motivation
  • Summary

 

 

Employee Compensation:

 

 

  • Strategic Compensation
  • Compensation Philosophy
  • Compensation Program Objectives
  • Compensation Program Component
  • Job Evaluation
  • Job Evaluation Systems
  • Which System?
  • Job Description
  • Salary Surveys
  • Job Evaluation and the Salary Survey
  • Salary Structure
  • Salary Line or Curve
  • Salary range
  • Standard Range
  • Broadbanding
  • Market Posture
  • Selecting a Salary Policy Line
  • Equitable Compensation
  • Pay Secrecy
  • Pay Compression
  • Senior Executive Pay Rates
  • Setting Pay Rates
  • Relating Pay to Performance
  • Compa Ratio or Salary Index
  • Performance Index
  • Merit Grid
  • Salary Increases
  • Merit Increase Size
  • Promotional Increases
  • General Adjustments
  • Automatic Progression
  • Blue and Red Circle Salaries
  • Salary Reviews
  • Summary

 

 Incentive Compensation:

  • Introduction
  • Why Introduce Incentive Compensation?
  • Type of Plan
  • Bonus versus Incentive
  • Pay-for-Performance Link
  • Variable and “At-Risk” Pay
  • Individual Incentive Plans
  • Small-Group Incentive Plans
  • Large-Group (Organisation-Wide) Incentive Plans
  • Recognition Programs
  • Design and Implementation of Incentive Pay
  • Focus on Strategic Business Objectives
  • Develop a Comprehensive Reward Framework
  • Ensure Reinforcement of Desired Behaviours
  • Funding
  • “Fit” With Organisational Culture
  • Summary

Employee Benefits:

  • Benefit Plan Objectives
  • Growth of Employee Benefits
  • Fringe Benefits Tax
  • Flexible Benefit Plans
  • Types of Employee Benefits
  • Retirement Benefits
  • Payment of Benefits
  • Rational For Superannuation
  • Types of Retirement Plans
  • Issues in Superannuation
  • Summary

 

 

Industrial Relations:

 

  • Introduction
  • Approaches to Industrial Relations
  • Unitarist Approach
  • Pluralist Approach
  • Marxist Approach
  • HRM and Industrial Relations
  • Theory, HRM and IR
  • Parties in Industrial Relations
  • Government and Industrial Tribunals
  • Employer Associations
  • Trade Unions

 

 

Managing Change and Workplace Relations:

 

  • Managing change
  • Steps in the Change Process
  • Workplace Change
  • Resistance to Change
  • Total Quality Management
  • Acquisitions, Mergers and Divestitures
  • Downsizing
  • Workplace Relations
  • Summary

 

 

Negotiating in the Workplace:

 

  • Introduction
  • Negotiation Planning Hierarchy
  • Strategy
  • Tactics
  • Negotiation Process
  • Preparation
  • Initial Demands
  • Negotiation
  • Deadlock
  • Agreement
  • Practical Aspects of Union Negotiations
  • Quid Pro Quo Bargaining
  • Negotiators are Representatives
  • Management’s Log of Claims
  • Leave Money until Last
  • Keep the Package in Mind
  • Long-Term Objectives
  • Time Pressures
  • Listening for Success
  • Check Authority to Deal
  • Negotiating Game
  • Summary

 

 

 

Human Resource Information Systems:

 

  • Strategic HRM and HRIS
  • Computerisation through the Payroll
  • Uses of Human Resource Information systems
  • Flexibility of HRIS
  • Confidentiality of HRIS
  • Legal and Management Concerns
  • Computerising HR: The Decision-Making Process
  • Outsourcing
  • Resolution of Key Issues
  • Relationship with Information Technology
  • Relationship with Other Departments
  • Hardware Issues
  • HRM and the Internet
  • Summary
  • OH&S
  • HRM Outcomes
  • HRM Audit
  • When to conduct our HRM Audit
  • The HR Audit
  • Approaches to the HR Audit
  • Audit Information
  • Evaluating the HR climate
  • Employee turnover
  • Absenteeism
  • Occupational Injuries and Illnesses
  • Employees Attitudes Survey
  • Transformational Research
  • Focus Groups
  • Benchmarking
  • Summary

 

 

Module 9

Marketing Management Plan:

 

  • Strategic Market Planning
  • Defining Strategic Market Planning
  • Strategic Business Units
  • The Components of our Strategic Market Planning
  • Our Strategic Market Planning Development methodology
  • Establishment of our Organisational Vision, Mission & Goals
  • Our eight key strategic objectives:
  • Marketing:
  • The Concentration decision
  • The Market Standing decision
  • Innovation
  • Human Organisation
  • Physical Resources
  • Financial Resources
  • Productivity
  • Social Responsibility
  • Profit Requirements
  • Making the Most of our Organisational Opportunities and Resources
  • Developing our Corporate and Business-Unit Strategies
  • Corporate Strategy
  • The Portfolio Strategy Approach to developing our Corporate Strategy
  • Our Business-Unit Strategy
  • Developing our Marketing Strategy
  • Target Market Selection
  • Creating the Marketing Mix
  • Creating our Marketing Plan
  • Components of the Marketing Plan
  • Environmental Analysis
  • Strengths and Weaknesses
  • Strengths
  • Weaknesses
  • Opportunities and Threats
  • Marketing Objectives
  • Marketing Strategies
  • Marketing Implementation
  • Evaluation and Control
  • Using our Marketing Plan
  • Summary

 

  • Marketing Implementation & Control
  • The Marketing Implementation Process
  • Problems in Implementing Marketing Activities
  • Components of Marketing Implementation
  • Approaches to Marketing Implementation.
  • Internal Marketing
  • Total Quality Management
  • Organising Marketing Activities
  • The Marketing Concept
  • Customer Orientation
  • Our Relationship marketing programme
  • Alternatives for Organising the Marketing Unit
  • Organising by Functions
  • Organising by Products
  • Organising by Regions
  • Implementing Marketing Activities
  • Motivating Marketing Personnel
  • Communicating Within the Marketing Unit
  • Establishing a Timetable for Implementation
  • Controlling Marketing Activities
  • Establishing Performance Standards
  • Evaluating Actual Performance
  • Taking Corrective Action
  • Problems in Controlling Marketing Activities
  • Methods of Evaluating Performance
  • Sales Analysis
  • Marketing Cost Analysis
  • The Marketing Audit

 

Module 10

Innovation Plan: