STRATEGIC PLANNING AND IMPLEMENTATION

Strategic Planning and Implementation

Table of Contents

TASK 13

1.1 Management Strategy3

1.2 Stakeholder Participation3

1.3 Scenario4

TASK 26

2.1 Ethical, Cultural Social environmental, Social, Business Objectives6

2.2 Role of Organization mission and Vision6

2.3 The evaluation of of achievements9

TASK 314

3.1 Implementation of the Strategy14

3.2 Dissemination process16

3.3 Importance of evalusation of new strategy19

REFERENCES22

Task 1

1.1 Management Strategy

Management strategy is a future oriented conception in which the relationship between the industry and the environment (pattern for adapting to the environment) is described and it forms the guiding principles for the people in the industry for decision making. It is obvious that the state of affairs with regard to the management strategy like the number of years for which the strategy has been planned, how minutely it has been described and for what level of people it forms the guiding principles etc., varies from industry to industry. However, it plays a fixed role towards the behavior of each industry(www.cat.com).

1.2 Stakeholder Participation

Caterpillar Inc. is the world's leading manufacturer of construction and mining equipment, diesel and natural gas engines and industrial gas turbines. The company prides itself on its innovative technology and diversification in products and services such as construction, mining, transportation, forestry, energy, logistics, electronics, financing and electric power generation.

A stakeholder is any person, group or institution that has an interest in an aid activity, project or programme. This definition includes both intended beneficiaries and intermediaries, winners and losers, and those involved or excluded from decision-making processes(Dow Jones Sustainablility 2007).

Participation is often used to mean a number of different kinds of activity and confusion may arise when the term is used without specifying which is meant. For example(Fortune 2008 pp.89):

a person can be said to participate by the very fact of agreeing to interact, such as coming to meetings but remaining silent;

people may participate in management or implementation of a project, through active involvement (such as in the operation and maintenance of infrastructure);

people may participate in the governance of a programme or project. This could include consultation about sector objectives and setting the criteria by which project success might be measured.

1.3 Scenario

The purpose of aid is to enhance the economic and social development and well-being of recipients. This means fully taking into account recipients' views on objectives and how they are to be achieved. It is a question both of principle and practice. The principle is that people should be fully involved in issues concerning themselves and the society in which they live(Eyben Ladbury 2004 pp.56). And effectiveness and sustainability depend practically, in part, on the commitment of interested parties (stakeholders).

Participatory assessments for sector planning can provide some guidance concerning primary stakeholders' interests and priorities for project investment. However it is still usually the case that projects are identified by the donor agency and the concerned aid recipient institutions without any detailed consultations with beneficiary or affected populations. In many cases this would be impracticable. For example, large-scale infrastructure projects, such as an electricity supply project, would not normally involve the direct participation of the ultimate beneficiaries in ...