How to achieve
strategic goals the easy way without stress.
Are you the Chief
Executive of a section, a department or an organisation? Or do you perhaps
yearn for such a position? Then you need this vital information to boost
your career or your business! It will become your lifelong professional
anchorage!
If you follow and implement the guidelines presented in this book, you
will also automate several other management functions at the same time,
bringing into the organisation more security, motivation, morale and job
satisfaction as by-products.
Without consciously doing so, you will also ease the
way for job descriptions, job ratings, performance measurement, merit
increases and the annual budgeting process.
You will bring into the organisation a hidden force to
propel every employee, not only toward organisation goal achievement, but
personal job goal achievement as well.
The principles and benefits are universal worldwide and
apply to all types of organisations be it private businesses, corporate
businesses, government bodies, non-profit organisations or
social/religious institutions.
With this information you can pave the way for general
stress relief, increased performance and ease of reporting throughout all
management levels up to The Board of Directors.
You can get all employees to convert their personal
goals into organisation goals. You can turn around any marginal business
and increase productivity and profitability for any organisation with
these transparent and hidden forces embedded in the guidelines.
Although some or parts of the knowledge contained in
this book may be known to a lot of managers, they do not apply it at all,
or to some extent, but almost never in the coherent sequence outlined in
this book. You will soon find out how all the elements are working
together to give meaning and synergy. That is where the magic comes
in.
Learn the secrets no University will tell you. This is
a perfect add on to the Masters Degree courses in business leadership and
business administration. Learn how to roll all the important management
functions up into one easy to install management system, thereby
converting all the academic models into one practical model.
Do not allow daily activities and unplanned
interruptions to make you loose sight of the bigger picture.
You can apply the guidelines to improve the
performance of any group, i.e. a whole organisation, your own department or your own
section.
Yes, you can become a magic manager or
supervisor. You can easily become the linking pin champion and make
yourself indispensable. You can guarantee your own promotion! You do not
have to be all alone and cold at the top. Make this book your
companion.
Strategic planning, conversion of strategies into performance areas and
conversion of performance areas into action plans are the success steps to
become a magic manager. Do not be fooled by these simple concepts. You
will have to understand and implement these concepts as management tactics
in an integrated way.
Strategic Planning: Discover how to imprint
strategies into the management system of your organisation. The strategic
planning process, is an ongoing, never stopping process and must
consciously be pursued as a compulsory leg for success. It is a
problem-solving technique and must be performed by a group of people as a
regular brainstorming session. One person at top management level must be
delegated the responsibility to write up the “The Organisation Strategic
Planning Process and Outcomes” and update it on a regular basis to be
ready for the next three monthly brainstorming session. The same technique
can be applied throughout the organisation at all levels, once they know
how to do it. Brainstorming is where every group member gives input of his
or her knowledge base and the interaction between group members stimulate
each other towards creative thinking and solutions. The CE merely performs
the role of chairman and guide for orderly conduct. It is evident that the
element of involvement is an important part of this process. During this
process members must analyse the organisation and its environment and
arrive at solutions in the form of best strategies, which must be pursued
for the near future. The planning horizon is 3 to 5 years. This document
then becomes the medication game plan throughout the
organisation. It is not a confidential or secret report. It is a
pre-requisite for the next step.
Conversion of Strategies into Performance Areas:
Discover the shortcut route to go directly from strategies to
performance areas and performance indicators. Do not allow
your vision, strategies and planning to disappear into the mist.
This is where the strategies are converted into objectives and targets
for every job position, starting at the top level. They in turn, also
delegate downwards. The secret of success lies in the method that this is
done in. We call this method “Identification of Performance Areas” and
later extend it with “Identification of Performance Indicators”, where
indicators have the same meaning as standards. The organisation members
must now start to work together so that the strategies can be achieved.
The prescribed medicine from the “Strategic Plan” must now be
administered to make and keep the organisation healthy. The
employees now become the soldiers who must make it happen. It must already
become evident that this document will later on become the basis for job
descriptions, performance measurement and the annual budgeting process.
How many persons do you know who may be
knowlegeable about performance areas and indicators? Make yourself the
expert!
Conversion of Performance Areas into Action Plans:
Discover the shortcut route to go directly from objectives to action
plans. Cultivate a culture of action planning to guarantee
achievement of objectives. This is where most organisations and
individuals fail. We as human beings do not feel comfortable to control or
be controlled. The reason being that we associate it with personal
critique. Attacking the person is taboo. So, this general lack of control
in organisations the world over, is due to a misconception that it is a
personal thing. You do not control the person but the work or tasks that
were rolled down. It is not critique aimed at the person, it is work
critique, if you will. It is not even critique, but work evaluation, in
the same league as organisation analysis. It is where you analyse the
actual output of work or how well the employees are administering
their individual small parts of the medicine, measured against the
previously defined performance indicators. The reason why
controlling as a management function is a necessity, is because it
gives you the chance to adapt plans to narrow down deviations from targets
and catch up on backlogs, before it is too late. If you allow unchecked deviations to stretch
out over a too long period, it may become impossible to rectify later
on. If you control in a consultative way with your
subordinates, using two-way communication, they stay involved in the
organisation planning process and at the same time keep everybody up to
date on how well they are performing. Keep in mind that the improved
performance of your subordinates will have a bearing on your own
performance with this system. So, now it also becomes evident why
performance measurement will be easier and more acceptable. In fact,
conflict handling will become a comfortable and natural trait throughout
the organisation. Many managers make the mistake to think that control
is in contrast to the concept of loose supervision versus tight
supervision. With this system in place
the employee becomes his/her own manager, performing self-control, to put
your control over them, on autopilot.
The distinctive links and integration between the three steps and the
impact, to almost automate all other important functions, now become
clearer. All the elements are working together to give meaning and
synergy. The embedded
psychological processes within this system put goal achievement on
autopilot.
In what follows, we outline each of the three steps in more detail. Get
your road map for all three steps by ordering this masterpiece
e-book. This book will replace the need for any business
consultants. It will demystify the success
that may still be eluding you.
You can easily become the
indispensable, linking pin champion in your organisation. Apply your
courage and boost your own career! Think of the luxuries and pleasures you
will be able to provide to the persons near and dear to you. Life is
short, make the most of it fast!
An extract of the contents of the book is reflected
below:
1. Preface
2. The three easy steps
explained
2.1 Strategic planning
2.2 Conversion of strategies
into performance areas
2.3 Conversion of performance areas into action
plans
3. The strategic planning process
3.1 Guidelines
3.2
Present Situation
3.3 Internal Analysis
3.4 External Analysis
3.5
Finalising SWOT Analysis
3.6 Finalising Strategies and
Forecasting
3.7 Roll down of strategies
4. Conversion of
strategies into performance areas
4.1 Manifest of performance areas
in relation to new strategies
4.2 Key performance areas
4.3 Critical
performance areas
4.4 Specific performance areas
4.5 Key, critical
and specific indicators
4.6 Roll down of performance areas and
indicators
5. Conversion of performance areas into action
plans
5.1 Principles of short interval control through the
ranks
5.2 Merging performance areas and indicators with action
plans
5.3 Self-control action plan reports
5.4 Utilisation and
merging of existing infrastructures in the organisation
5.5 Report to
Board of Directors
5.6 Feedback into the strategic planning
process
6. Conclusion
7. About the
author
8. Bibliography
8.1 A lifetime of
continuous study and experience
9. Directions to download the
presentations file
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