The outcome is the list of priority, executable strategies for growth. The strategic assessment defines priority opportunities and threats to innovation/growth of the business. This is done through two assessments, the strategic and the internal. Your strategic plan should define the best combination of these for sustained improved performance, i.e., the plan targets growth strategies, innovation and/or improved execution. Improved performance consists of innovation, a better growth strategy, and/or improved execution. Strategic planning components drive improved performance In short, your strategic plan defines both how and why you will achieve your performance management goals. Without a clear strategy, units of the organization will define their own agenda, there will be uncoordinated, unfocused efforts to improve, and the impact on performance will be dramatically diluted. They define the changes needed to positively impact your key indicators and answers why the changes are important. Your strategic plan and the planning process are the tools to deliver what is needed for performance management. What is your vision? Mission? Goals? Key projects? Improving performance on key indicators requires outlining how the strategic work will be held on an executive level, board level and front-line staff level. Your strategic plan provides the basis for what your key indicators are. So, my broader definition of performance management is making continual progress in positively impacting the key indicators of your business. For targeted information on a performance management tool specifically designed to support HR and personnel management, view our post on Dann’s 7 Questions. Incorporating both perspectives within the framework of strategic planning provides the best opportunity for success. The performance of individuals clearly impacts organizational performance and vice versa. I have broadened that definition to incorporate more of the organizational outcomes as a whole. Performance Management is most often defined in the context of Human Resources. Linking strategic planning and performance management The focus in this post is on the big picture while the next targets accountability. What is meant by sustainable is explained on the next learning page.How do you successfully tackle performance management, and what role does strategic planning play? This post is the first of two on how to make strategic planning align with performance management. In this context, natural resource management means less the outright protection of natural resources (e.g., game reserves to which local people are denied access) rather it means a sustainable and environmentally appropriate management (Bollom 1998). Planning the development and management of natural resources should involve the broader development goals of the community aiming to improve the living conditions of the local population (such as marketing opportunities for the cultivated crops). Thus, management is complex and requires substantial advance planning. This management process includes the broad economic, social, environmental and technical considerations that influence natural resource management decision-making (Ewert et al. Natural resource management thus comprises actual decisions and actions concerning policy and practice regarding how resources are appraised, protected, allocated, developed, utilised, processed, rehabilitated, remediated and restored, monitored and evaluated (Ewert et al. He has the responsibility and the authority to allocate the capital, technology and human resources to achieve the desired end (Mitchell 2002 Ratter 2002). The manager has therefore to control, handle and direct the decision-making and the course of action. Management thus requires both plans and objectives (Storey 1960). By judicious use of available means the actual decisions are made and actions are carried out to achieve the objectives (Storey 1960). Definition of management Management refers to the controlling and planning of details (Bauer 1998). Natural resource planning thus is - with regard to resources - "the identification of possible desirable future end states, and development of courses of action to reach such end states" (Mitchell 2002, 6). In the course of this module you will learn how planning can be carried out. The role of the planner is thus to identify a desirable future and to prepare a course of action to achieve this goal (Mitchell 2002). Definition of planning "Planning is usually interpreted as a process to develop a strategy to achieve desired objectives, to solve problems, and to facilitate action" (Mitchell 2002, 6).
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