PROSPECTIVE SCENARIO DESIGNS
Unity 2. Opportunities dangers
Unity 1. Prospective scenarios
Unit 3. Weaknesses and potentialities
Objective and benefit
Prospective definition
Projection and construction of the future
Factor forecasting process
The systems must be designed to adapt to the particular characteristics of each company.
Planning means designing a desired future and identifying the way to make it.
Strategic planning is inextricably intertwined with the complete management process; therefore, every manager you must understand its nature and realization.
Strategic planning asks and answers key questions in an orderly manner and with a scale of priorities and urgencies.
A company is considered as a system composed of different subsystems, through which top management can see the company as a whole.
An effective strategic planning process will not much if the objectives are not established at some point specific.
The complexity of the environment also has an important influence on curriculum designs.
The objectives sought with a planning system represent an important element such as:
The size of a company is an important dimension to determine the type of system that it can adopt.
relationships
authority processes
conflict resolution processes
ability to change organizational structures
management and staff skills to plan
relative emphasis on the company
availability of required information
Activity manuals may also cover the following information:
The way in which top management integrates strategic planning into managerial duty.
The missions and philosophies of the school.
The main matters related to the directors.
An assessment of the environment that will be used as a premise in planning.
Strategies and policies that managers want to impose on the thinking of all those involved in the activity planning process.
Objectives, contingency plans and arguments.
The best planning tends to be done in the organizations with the best addresses.
Excellence is continually sought in general management.
The organization selects, encourages, develops a good leadership.
The organization is full of vitality and it is not aesthetic.
There is a continuing central concern for educational actors.
There is a good internal communication system.
The organization is not being weighed down by willful and archaic political procedures.
Goals and objectives from the future to the present
Investment costs
Development alternatives
Actual needs
Goals provide a sense of direction.
Goals allow us to focus our efforts.
Goals guide our plans and decisions.
Goals are used to evaluate our progress.
Pursue the best ratio of benefits and costs.
The basic characteristics of cost-benefit analysis are its particular attention to the results of a program.
Main features
The objectives are usually oriented to the production or final result and are usually imprecise.
The alternatives usually represent general systems, programs or strategies for the fulfillment of objectives.
Measures of effectiveness should be fit for purpose and set in the most precise terms possible.
Both monetary and non-monetary costs can be included in cost estimates.
Among the decision rules we can mention the fulfillment of a certain objective at the lowest cost, its fulfillment with the available resources or the achievement of a cost-benefit trade-off.
Experience
Experimentation
Research and analysis
Administrators have two basic approaches to carry out the control function:
To prevent administrators from becoming stale:
Managers must be willing to contribute to the establishment of objective measures of performance through both the analysis of verifiable results and the measurement of the capabilities of individuals.
preventive control
direct control
The desire of managers to learn.
The acceleration of administrative development programs.
A more effective planning of innovation.
Better methods for the evaluation and award of administrative performance.
More adequate information and a greater emphasis on research, development and administrative inventiveness.
Environmental analysis
.
Definition of influences
Constructive self-analysis
Projected structural analysis
Managers operate in a complex environment.
Administrators should consider the conditions
economic
Capital
Work force
Policies
Customer needs
Unit 4. Administrative Dynamics
The factors that determine the importance of a decision are the dimensions of the project, the flexibility or inflexibility of the plans, the certainty or uncertainty of goals and premises, the degree to which it is possible to measure the variables and the impact on people.
Creativity, which is the ability to develop new ideas, is important to effective management. Innovation is the use of those ideas
There is a fundamental logic for the organization and it consists of
six steps:
Establishment of the objectives of the company.
Formulation of objectives, policies and support plans.
Identification, analysis and classification of the activities necessary to meet those objectives.
Grouping of these activities according to the human and material resources available and the best way to use them in the circumstances.
Delegation to the person in charge of each group of the necessary authority for the performance of the activities.
Vertical and horizontal link between groups, through authority relationships and information flows.
Definition of scenarios
Business foresight
Strategic balance
Human resources management
The CEO determines what he considers to be the purpose or mission of the company and its most important goals for certain future period.
The period of validity of the goals can be of any class: one quarter, one year, five years or any other chord with the circumstances.
The goals set by the general management are of a preliminary and should be based on an analysis and judgment of what the organization can and must carry out in a certain period.
When setting objectives, the administrator also establishes measures of fulfillment of goals.
ACT represents the long-term commitment of an organization with continuous quality improvements.
For the success of this method the quality improvement is usually It is necessary to have the cooperation of all members of the business.
ACT demands the free flow of information, vertical, horizontally and diagonally.
Hammer and Champy define reengineering as the fundamental rethinking and radical redesign of processes companies to obtain drastic improvements in the measures contemporary and critical performance, such as cost, quality, service and fast.
The administrative function of integration of personnel consists of thus occupy and maintain the positions of the structure organizational.
The integration of personnel consists of occupying the positions vacancies in the structure organizational.
Staff integration does not happen in a vacuum; in it they must consider many situational factors, both internal and external
The fresh gaze of an individual oblivious to the systems can certainly reveal many inefficiencies.
The radical design of the processes they are still in a company.
Drastic results
Process reengineering