performance management
Chapter 3 - Performance Management and Strategic Planning
Learning Objectives
3.1 Define strategic planning and its overall goal.
3.2 Describe the various specific purposes of a strategic plan.
3.3 Explain why the usefulness of a performance management system relies to a large degree on its relationship with the organization’s and unit’s strategic plans.
3.4 Understand how to create an organization’s strategic plan including an environmental analysis resulting in a mission statement, vision statement, goals, and strategies.
3.5 Conduct an environmental analysis that includes a consideration of both internal (strengths and weaknesses) and external (opportunities and threats) trends.
3.6 Understand how a gap analysis resulting from a consideration of internal and external trends dictates an organization’s mission.
3.7 Define the concept of a mission statement and describe the necessary components of a good mission statement.
3.8 Define the concept of a vision statement and understand its relationship to the mission statement.
3.9 Describe the basic components of a good vision statement.
3.10 Create organization- and unit-level mission and vision statements.
3.11 Understand the relationship between mission and vision statements, goals, and strategies.
3.12 Understand the relationship between an organization’s vision, mission, goals, and strategies, and each of its divisions’/units’ vision, mission, goals, and strategies.
3.13 Understand the relationship between a unit’s vision, mission, goals, and strategies and individual job descriptions.
3.14 Explain why job descriptions must be linked to the organization’s and unit’s strategic plans.
3.15 Understand how a strategic plan determines various choices regarding performance management system design.
3.16 Explain why a consideration of strategic issues is a building block for creating support for a performance management system.
Chapter Outline
Learning Objectives
3.1 Define strategic planning and its overall goal.
3.2 Describe the various specific purposes of a strategic plan.
3.3 Explain why the usefulness of a performance management system relies to a large degree on its relationship with the organization’s and unit’s strategic plans.
3.4 Understand how to create an organization’s strategic plan including an environmental analysis resulting in a mission statement, vision statement, goals, and strategies.
3.5 Conduct an environmental analysis that includes a consideration of both internal (strengths and weaknesses) and external (opportunities and threats) trends.
3.6 Understand how a gap analysis resulting from a consideration of internal and external trends dictates an organization’s mission.
3.7 Define the concept of a mission statement and describe the necessary components of a good mission statement.
3.8 Define the concept of a vision statement and understand its relationship to the mission statement.
3.9 Describe the basic components of a good vision statement.
3.10 Create organization- and unit-level mission and vision statements.
3.11 Understand the relationship between mission and vision statements, goals, and strategies.
3.12 Understand the relationship between an organization’s vision, mission, goals, and strategies, and each of its divisions’/units’ vision, mission, goals, and strategies.
3.13 Understand the relationship between a unit’s vision, mission, goals, and strategies and individual job descriptions.
3.14 Explain why job descriptions must be linked to the organization’s and unit’s strategic plans.
3.15 Understand how a strategic plan determines various choices regarding performance management system design.
3.16 Explain why a consideration of strategic issues is a building block for creating support for a performance management system.
Chapter Outline