Strategic Planning and Operational Planning

All About Strategic Planning

Strategic planning 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."

While strategic planning may be used to effectively plot a company's longer-term direction, one cannot use it to reliably forecast how the market will evolve and what issues will surface in the immediate future. Therefore, strategic innovation and tinkering with the "strategic plan" have to be a cornerstone strategy for an organization to survive the turbulent business climate.

Simply put, strategic planning determines where an organization is going over the next year or more, how it's going to get there and how it'll know if it got there or not. The focus of a strategic plan is usually on the entire organization, while the focus of a business plan is usually on a particular product, service or program. There are a variety of perspectives, models and approaches used in strategic planning. The way that a strategic plan is developed depends on the nature of the organization's leadership, culture of the organization, complexity of the organization's environment, size of the organization and expertise of planners.

Operational Planning

What is operational planning?

Well-implemented strategic planning provides the vision, direction and goals for the organization, but operational planning translates that strategy into the everyday execution tactics of the business that will ultimately produce the outcomes defined by the strategy. Simply stated, operational planning is the conversion of strategic goals into managed execution.

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.

Operational plans should establish the activities and budgets for each part of the organization for the next 1 – 3 years. They link the strategic plan with the activities the organization will deliver and the resources required to deliver them.

An operational plan draws directly from agency and program strategic plans to describe agency and program missions and goals, program objectives, and program activities.

The critical role operational planning plays in strategy execution

Corporate strategy can be thought of as a message packet that must be passed through the organization, understood by all and acted upon in orchestration.  If the message is garbled, ambiguous or not communicated well, the intent will be lost in translation and operational execution will become misaligned with the corporate strategic goals.

Superior operational planning requires proactive and innovative thinking to enact strategy within the operational layer of the business. Operational planning must produce the plan outcomes while managing constraints on time, money and resources.

How to motivate of your staff?

I will explain how techniques to handle employees have low motivation at work :

First,

Instruction for come to work on time.

Second,

calling him for know what cause have low motivation to work.

Third,

Carry out to guidance counseling by periodically.

Fourth,

evaluation process and results in daily work

Fifth,

keep on giving motivation and support while holding learn by doing at work for see progress the employee.

The fifth way of dealing with this employee may be useful when later in the industry.

Study causes about first line manager, middle manager and top manager

Study causes about first line manager

Managers who manage the work of non-managerial employees and usually involved directly or indirectly in activities to produce goods or services to its customers. 

for example, a supervisor at a restaurant served a schedule of his employees, when they go to work, when they are off work, and he held a briefing in the morning.

Study causes about middle manager

Managers who occupy positions between levels of bottom and top levels, which manages the work of the first-line managers.

for example, mutual help and solve problems when there are complaints from guests, as well as maintaining quality of work its employees by providing guidance on how to handle guests, so it can happen that an active collaboration with employees and first line managers to solve existing problems everyday.

Study causes about top manager

Managers who are at the highest level within the structure, which is responsible for decisions affecting the entire setting goals and working plan for the organization. Top managers who also engage with other companies and governments.

for example, the biggest responsibility lies on top managers. The failure of a business is not with the employees, but located on the top leadership as having the greatest authority are top managers. Therefore, if top managers do not have the expertise and leadership, then the authority available to him is a boomerang.