formulating strategy apamsa leadership development module
TRANSCRIPT
FORMULATING STRATEGYAPAMSA Leadership Development Module
Formulating Strategy
Establish a plan or strategy to accomplish major goals or objectives
Planning may involve: budget management allocation of resources scheduling of events provision of services assignment of responsibility
Task-Oriented Behaviors
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
Task-Oriented Behaviors
Formulating Strategy
Varied strategies may be used to address different activities (e.g., cost-limitations vs. service quality vs. public demand)
Identify one long-term goal your organization has in the Asian Pacific Islander community and briefly describe a strategy to accomplish this objective
Leadership Challenge (7)
Formulating Strategy
Long-term goals Strengths and
weaknesses Identify
competencies
Need for change Promising
strategies Outcome
Analysis Involve others
Guidelines For Formulating Strategy
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
Formulating Strategy
Establish long-term goals and priorities based on the mission and vision of the organization
Strategies are developed in order to accomplish these goals through effective team activities
Long-Term Goals
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
Formulating Strategy
Strategic planning revolves around application of strengths and development or compensation for weakness
Periodically analyze team performance to assess progress or setbacks for each activity
Strengths & Weaknesses
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
Formulating Strategy
Recognize the knowledge base and skill sets of team members, and build upon it
Engage in activities that utilize these strengths
Improve team function through educational workshops and after-activity reviews
Identify Competencies
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
Formulating Strategy
Interpret activity outcomes and team performance to assess need for change
Consider if a new strategy or approach is needed to improve work activities
Strategies may only need a small adjustment to allow higher performance
Need For Change
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
Formulating Strategy
If a change is needed, evaluate and compare a range of possible strategies
Reassess your team goals and priorities to guide your selection of the new strategy
Team goals and priorities can also be changed to target more favorable activities
Promising Strategies
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
Formulating Strategy
Determine likely outcomes of a strategy
What are the anticipated benefits and costs for each activity?
What do you expect to change following the implementation of a new strategy?
Outcome Analysis
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
Formulating Strategy
Brilliant decisions are often the concoction of several minds
Develop and discuss multiple strategic plans with other team members
Reach a consensus or majority vote to determine the best strategy to implement
Involve Others
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)
Task-Oriented Behaviors
Formulating Strategy
Varied strategies may be used to address different activities (e.g., cost-limitations vs. service quality vs. public demand)
Utilize the Guidelines for Formulating Strategy to develop an effective plan to accomplish important objectives for the organization
Summary
Task-Oriented Behaviors
Formulating A Vision
Our next module discusses guidelines to develop a vision that elicits commitment to change
Next Topic…
Task-Oriented Behaviors
G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 376-380
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