Creative Strategic Planning and Leadership
Course Objectives:
At the end of this conference the participants will be able to:
Demonstrate innovative methods for harnessing others’ creative potential
Communicate their vision in refreshing and engaging ways
Define the concepts of ‘strategy’ and ‘strategic plans’
Understand and explain visionary thinking as part of the strategic process
and apply strategic planning to their management issues
Place their part of the organization within the overall context of corporate
strategy
Course Objectives (Cont… ) :
Gain confidence in managing their contribution to strategic implementation
Increasing career flexibility (vertically and horizontally)
Accelerate thinking speed and problem resolution for dilemmas
Understanding of the impact of operational specialization on corporate
strategy
Improve team working capabilities in analyzing and solving strategic
problems creatively
Unit 1: Creative Problem-Solving.
Course Units:
 Unit 2: Overcoming Personal
Blockers to Creativity
 Unit 3: Developing the Vision
Creatively.
 Unit 4: Communicating the Vision
Creatively
 Unit 5: From Ideas to Action:
Creativity and Change
Unit 6: Strategic Thinking and Business
Analysis
Course Units
(Cont… )
:
 Unit 7: Internal Analysis and Fusion of
Analyses into Strategic Options
 Unit 8: Strategic Plans and the Relevance of
Alliances and Joint Ventures
 Unit 9: Global Strategy, Teambuilding, and the
Management of Internal
 Unit 10: Strategic Implementation and Getting
the Value Out of Strategy Creativity and
Change
Introduction:
This conference is designed to provide leaders and professionals with a set
of transformational tools and techniques to help them maximize their own
and their team’s creative potential in a strategic context. Its starting-point is
self-discovery: participants will work on the inside first and then focus
outwards to impact on the world of business.
Creative Problem-Solving
Creative Strategic Planning and Leadership
Expectations
KNOW OUR STUDENTS
ENSURE OUR STUDENTS RECEIVE EXEMPLARY INSTRUCTION THAT
PREPARES THEM FOR COLLEGE AND CAREERS
KNOW WHAT INTERVENTIONS AND SUPPORTS ARE IN PLACE TO
ENSURE THEIR SUCCESS
HAVE A PROCESS FOR CONTINUOUSLY MONITORING THEIR PROGRESS
DEVELOP A RELATIONSHIP WITH STUDENTS AND THEIR FAMILIES
Making Connections:
Leveraging the Power of Creative Problem Solving
Strategic
Planning
Creative
Problem
Solving
and Next
Gen Science
Standards
Teacher Evaluation Model
Charlotte Danielson’s Framework For Teaching and
Learning
Professional Practice (50%)
Qualitative Measures
Domain 1
Planning and
Preparation
12.5%
Domain 2
The Classroom
Environment
12.5%
Domain 3
Instruction
12.5%
Domain 4
Professional
Responsibilities
12.5%
Domain 5
Student Growth
(50%)
Quantitative Measures
Literacy
• Reading
• Writing
• Speaking and Listening
•Differentiation
25%/30%
Mathematical Practices
• Overarching Habits
• Reasoning and Explaining
• Modeling and Using Tools
• Seeing Structure and
Generalizing
• Differentiation
25%/30%
Creative Problem Solving in
Support of MD Standards of
Practice
• Understanding Challenges
• Generation of Ideas
• Preparation for Action
• Application of Technology
• Differentiation
25%/30%
Growth on State Assessments
(As Mandated by MSDE)
20%
Content
• Assessments
• Performance-Based Tasks
•Differentiation
25%/30%
Standards of Practice
1.
Learn and apply rigorous content
2. Integrate content
3. Interpret and communicate information from
4. Engage in inquiry
5. Engage in logical reasoning
6. Collaborate as a team
7. Apply technology strategically
“Increasingly in the twenty-first century, what you know is far less
important than what you can do with what you know. The interest in
and ability to create new knowledge to solve new problems is the
single most important skill that all students must master today. All
successful innovators have mastered the ability to learn on their
own ‘in the moment’ and then apply that knowledge in new ways.”
WHY IS CREATIVITY IMPORTANT?
Supports success in competitive global environments
Improves effectiveness in dealing with a variety of people and
situations
Helps people to cope effectively with the rapid pace and
unpredictability of life
LET’S SEE WHAT YOU
ALREADY KNOW
A 2010 poll of CEOs stated that
creativity was the ___________
Number 1
leadership competency of the
future.
A.
B.
C.
D.
Number 1
Number 2
Number 3
Not ranked
LET’S SEE WHAT YOU
ALREADY KNOW
The first step in creative
problem solving is to...
A. Understand the
Problem
B. Generate Ideas
C. Build Acceptance
LET’S SEE WHAT YOU
ALREADY KNOW
Creative Problem Solving is a
framework that can be used in
A.
B. All Curricular Areas
C. In the Business World
D. All of the Above
LET’S SEE WHAT YOU ALREADY
KNOW
The Engineering Design Process is a
type of Creative Problem Solving.
A. True
B. False
LET’S SEE WHAT YOU
ALREADY KNOW
Brainstorming is a type of
Creative Problem Solving.
A. True
B. False
LET’S SEE WHAT YOU ALREADY KNOW
How would you rate your understanding of Creative Problem
Solving?
A. Novice: (Know the components of the CPS framework)
B. Intermediate: (Know how to apply CPS)
C. Advanced: (Know how to teach others to use CPS)
CREATIVE PROBLEM SOLVING FRAMEWORK
UNDERSTANDING THE PROBLEM/ISSUE
UNDERSTANDING THE PROBLEM/ISSUE:
THE MARS ROVER, CURIOSITY
UNDERSTANDING THE PROBLEM/ISSUE
How might we design a
craft to explore a planet
surface made of oobleck?
GENERATING IDEAS
DESIGNING THE ROVER
Generate possible
ways to design
the rover for the
planet of oobleck
using Attribute
Listing.
DESIGNING THE ROVER
What are some
considerations
that would
refine/focus your
thinking?
FOCUSING IDEAS
What are some
considerations that
would refine/focus
your thinking? Use
Hits and Hot Spots
to focus your
ideas.
PREPARING FOR ACTION
PREPARING FOR ACTION
Of the solutions that
you generated for
the rover, which is
most viable?
What support would
you need?
PLANNING YOUR APPROACH
Preparing for Action: Applying CPS to My Work
How can I apply what I’ve learned
today to my work?
Preparing for Action: Applying CPS to My Work
Choose one of the brainstorming strategies on the quick card.
Brainstorm connections between the creative problem solving process and your work.
◦ To solve a challenge
◦ To share the process with others
Be prepared to share your ideas with a colleague.
Preparing for Action: Applying CPS to My Work
Find a partner.
Share your brainstormed ideas.
Get feedback on your ideas.
Switch roles.
3-2-1
PREPARING FOR ACTION
“Science, engineering, and technology
permeate nearly every facet of modern life, and
they also hold the key to meeting many of
humanity’s most pressing current and future
challenges.”
Guiding Principles
Children are born investigators
Focusing on a limited set of ideas promotes deeper understanding
Understanding takes time
Learning requires both knowledge and practice
Connecting to students’ interests and experiences is valuable
Equity
The Three-Legged
Stool…
•Practices
•Crosscutting Concepts
•Core Ideas
Science and Engineering Practices
Ask questions; define problems
Develop and use models
Plan and carry out investigations
Analyze and interpret data
Use mathematics and computational thinking
Construct explanations; design solutions
Engage in argument from evidence
Obtain, evaluate, and communicate information
Why is this important?
Science Education of the Future
Less…
More…
Teacher-centered content
delivery
Student-centered
construction of knowledge
Silence
Student discourse
Memorization of vocabulary
Use of technical language in
context
Verification lab experience
Exploratory lab experience
Emphasis on a single, right
answer
Emphasis on divergent
thought steeped in
evidence
Avoidance of complex,
scientific text
Integration of rich and
authentic text
By the end of grade 12, students should be able to…
◦ Engage in public discussions on science-related issues
◦ Be critical consumers of scientific information
◦ Continue to learn about science throughout their lives
What is Leadership?
Leadership is the ability to
positively influence people and
systems under one’s authority
to have a meaningful impact and
achieve important results.
• Leaders may seek to motivate employees and
develop enthusiasm for quality.
• Actions often speak louder than words.
Leadership
Leadership is defined as influence, - the
art or process of influence people so that
they will strive willingly and
enthusiastically toward the achievement of
group goals.
Leadership
What do Leaders do?
Leaders create clear and visible
quality values, and integrate these
values into the organization’s.
Strategy?
• Strategy is the pattern of decisions that
determines and reveals a company’s goals, policies,
and plans to meet the needs of its stakeholders.
THINGS ARE MANAGED,
MANAGED, PEOPLE ARE LED.
ARE LED.
Leadership for Quality
Leadership recognize radical org
changes taking place today as
opportunities.Teamwork
Effectiveness Quotient, or TQ
Leadership for Quality
Leadership is “driver” of entire quality system.
Without leadership, a TQ initiative simply becomes
“flavor of the month,” which is major reason that total
quality efforts fail in many org.
Leadership is Many Things!
Patient, usually boring coalition building.
Purposeful seeding of cabals that one hopes will
result in the appropriate ferment in the bowels of the
org.
It is altering agendas so that new priorities get enough
attention.
It is being visible when things going right, & invisible
when working well.
Leadership For Quallity
Senior Mgr must play many important roles as
leaders:
Defining and communicating business directions.
Ensuring that goals and expectations are met.
Reviewing business
appropriate action.
performance
and
taking
Creating an enjoyable work environment that
promotes creativity, innovation, and continual
improvement.
Leadership For Quality
Soliciting input & feedback form customers
Ensuring that employees are effective contributors to the
business.
Motivating, inspiring, & energizing employees.
Recognizing employee contributions.
Providing honest feedback.
Executive Leadership for Quality
Leadership & relationship with
Quality is one of least-understood
concepts in Pakistani business.
Many theories – no single approach
adequately captures essence of the
concept.
•Executive Leadership for Quality -- focuses on
roles of sr mgrs in guiding an org to fulfill its
mission & meet its goals.
•Play many important roles as leaders.
Individual Leadership
Individual leadership – revealed through
• MAINTAINING FOCUS & DISCIPLINE TO CONSISTENTLY
COMPLETE JOBS
• PROACTIVE IN IDENTIFYING & SOLVING PROBLEMS
• WORKING FOR WIN-WIN AGREEMENTS
• MAKING CONTINUOUS LEARNING A PERSONAL HABIT
Individual Leadership
Team leadership is seen by making those around you successful
By removing barriers to team performance
Establishing good lines of communication
Resolving problems
Orgl leadership is manifest in clear values
Individual Leadership
Creating a competitive advantage
Customer and market focus
Continual learning.
Effective leadership for Quality
• EFFECTIVE
LEADERSHIP
LEADERSHIP SKILLS:
--
FIVE
–empowerment
– vision
–intuition
– self-understanding
– value congruence
• LEADERS ARE VISIONARIES
•MANAGE FOR THE FUTURE, NOT THE PAST.
CORE
Leadership Empowering Employees
• LEADERSHIP EMPOWER EMPLOYEES TO ASSUME
OWNERSHIP OF PROBLEMS OR OPPORTUNITIES, &
TO
BE
PROACTIVE
IN
IMPLEMENTING
IMPROVEMENTS & MAKING DECISIONS IN BEST
INTERESTS OF ORG.
• AT MOTOROLA , DEPT HAD PARTICIPATIVE MGT
PROCESS TEAMS— 8 - 12
MEMBERS WHO SET
OBJECTIVES TO SUPPORT CORPORATE GOALS.
• INDIVIDUAL EMPLOYEES DEVELOP GOALS &
PLANS, TRACK PROGRESS & RECEIVE BONUSES
BASED ON SUCCESSFUL & TIMELY ACHIEVEMENT OF
GOALS.
Ingredients of Leadership
Leaders envision the future;
they inspire org members &
chart the course of the
organization.
Effective leadership for Quality
They create mental & verbal pictures of desirable future states and
share these visions with their organizational partners, including
customers, suppliers, and employees.
Vision of Bob Galvin & David Kearns led to the “Total Quality
Quality Transformations” at Motorola & Xerox.
Why Vision is Essential
Vision refers to
A picture of future with some
implicit or explicit commentary on
why leadership should strive to
create that future.
Leaders Create a Shared Vision
Strategic & org vision, image of future operations of the org .
Attempt to articulate desired company of the future
. Visions provide a framework for action
An emotional appeal for org members.
Leadership to Create a Shared Vision
VISION- A STRONG GUIDE TO
PEOPLE’S BEHAVIOR, TAKE GREAT
PAINS TO OUTLINE BUSINESS
RATIONALE, ORG BENEFITS, &
EXPECTED OUTCOMES.
A CLEAR, ENGAGING VISIONS IS
CRITICAL TO SUCCESSFUL PROCESS,
BUT WAY VISION IS PRESENTED TO
EMPLOYEES AFFECTS
IMPLEMENTATION ITSELF.
Nature of Effective Vision
Word vision connotates something grand or
mystical,
but the direction that
guides successful transformations is often simple &
mundane.
A Good Vision
Serves three important purposes.
1) Clarifying “general direction for change/improvement ”
2) “Motivates people to take action in right direction, even if
initial steps are personally painful.
3) Helps coordinate action of different people, in a remarkably
fast & efficient way.
VISION
An orientation to customers,
A focus on employees,
A statement of org competencies
Particular organizational standards
Criteria for excellence.
Need to be viewed as tangible, real & implement able.
Shared Vision & Common Direction
Incorrect, intangible visions –
blocks to implementing
Mgt of Change &
Spoils leadership Image
A Vision of Corporate Future
1.
A clear view of where the
organization’s line of products
and/or services is headed.
2.
Concept of what the “market”
will be like in 2-5-10 years.
3.
Concept of how the product
and/or service might be
improved in 2-5-10 years.
4.
Concept of what the
competition might be offering
in 2-5-20 years.
5.
Able to persuade others
(peers, subordinates,
suppliers and customers) that
the vision is a sound basis for
corporate strategy.
6.
Optimistic & enthusiastic
about the future; where there
is a basis for pessimism, is
able to offer & attract support
for an alternative course of
action.
Vision without Action is
A Dream
Action Without Vision is
An Activity
Strategy Development
• VISION DESCRIBES WHERE ORG IS HEADED &
WHAT IT IS A STATEMENT OF FUTURE THAT WORLD
NOT HAPPEN BY ITSELF.
• ARTICULATES BASIC CHARACTERISTICS
SHAPE ORGANIZATION’S STRATEGY.
THAT
• A VISION SHOULD BE CLEAR AND EXCITING TO
AN ORGANIZATION'S EMPLOYEES.
• IT SHOULD BE LINKED TO CUSTOMERS’ NEEDS
& CONVEY A GENERAL STRATEGY FOR ACHIEVING
THE MISSION.
• A VISION MUST BE CONSISTENT WITH THE
CULTURE AND VALUES OF ORG.
Warning!!
Corporate visions
that aren’t deeply rooted in reality of
productivity or service markets –
increasingly recipes for disaster.
Breaking Through Resistance with Vision
Authoritarian
Decree
Micromanagement
Forces that Support the Status Quo
Vision
The Relationship of Vision, Strategies, Plans,& Budgets
Vision
Leadership
Creates
Strategies
A sensible & appealing
Picture of the future
A logical for how the vision can
Be achieved
Plans
Specific steps & timetables to
Implement the strategies
Budgets
Plans converted into financial
Projections and goals
Management
Creates
Self-understanding
Self-understanding requires the ability to look at
one’s self & then identify relationships with
with employees & within the org.
Requires an examination of one’s weaknesses as
weaknesses as well as strengths.
Value Congruence
• OCCURS WHEN “LEADERS INTEGRATE THEIR VALUES TO
THE COMPANY’S MGT SY S.”
• VALUE ARE BASIC ASSUMPTIONS & BELIEFS ABOUT THE
NATURE OF
–Business
– Mission
– People
– Relationships of an org.
• VALUES INCLUDE: TRUST & RESPECT FOR INDIVIDUALS,
OPENNESS, TEAMWORK, INTEGRIT Y, & COMMITMENT TO
QUALIT Y.
• THEY BECOME STANDARDS & CREATE AN ORG
STRUCTURE IN WHICH QUALIT Y IS A ROUTINE PART OF
ACTIVITIES & DECISIONS THROUGH ORG.
Leading Practices
True leaders promote quality & Business
Performance excellence in several ways:
◦ They create:
◦ Strategic Vision & Clear Quality Values that serve as a basic for
business decisions
◦ Business strategy emanates from sr leaders.
◦ An org’s visions & values revolves around customer- both
external & internal.
◦ FedEx’s concise motto: People, Service, Profits conveys that
commitment to people - employees of FedEx comes first.
Leading Practices
◦ AT&T Universal Card Services’ focus is engraved in lobby of its
HQs - Customers are Center of Our Universe.
◦Rhetoric cannot stand alone; leaders must
demonstrate commitment to vision & values.
◦ FedEx, business decision evaluated against people-serviceprofit hierarchy- in that order.
◦ Successful leaders continually promote their vision throughout
org using all forms of communication; talks, newsletters,
seminars, electronic mail, & video.
Leading Practices
Create & sustain a leadership sy & environment for quality
excellence & procedures.
Encourages managers
To experiment & take risks
Permits employee to talk openly about problems
Support teamwork
Promotes employees’ understanding of their responsibilities
for quality
Encourage a strong family atmosphere
Promote clear and effective communications
Recognize & reward groups for exceptional performance.
Leading Practices
Ensure that mid mgrs & supervisors understand
their principal roles & responsibilities for quality.
Mgrs at all levels must communicate & reinforce
org's quality values to entire workforce.
Xerox,
redefined promotion standards around quality.
Mgr not be considered for promotions unless - visibly
demonstrate support for company’s quality strategy.
Leading Practices
Demonstrate substantial personal commitment &
involvement in quality, often with a missionary-like
enthusiasm.
Leaders display a certain passion about quality & actively
practice live values.
By “walking the talk,” leaders serve as role medals for
while org.
Many CEOs lead quality training sessions, & personally
visit customers.
Leading Practices for Quality
They integrate societal responsibilities & community
involvement into their business practices.
Promoting ethical behavior & protection of public health,
safety, & environment affected by a company’s product &
services.
Ames Rubber -- substantial progress in reducing or eliminating
toxic ingredients, improving the efficiency of production
processes to reduce waste, increasing waste recycling, and
managing all materials more soundly.
Leading Practices
Good leadership as a corporate citizen includes influencing other
org partner for these purposes.
Eastman Chemical Company helped to develop the Chemical
Manufacturers Association's Responsible Care ® principles, for
public health, safety, and environmental protection.
Strategic Planning
ONE OF THE CRITICAL ASPECTS OF
LEADERSHIP IS STRATEGIC PLANNING.
THROUGH STRATEGIC PLANNING, LEADERS
MOLD AN ORG’S FUTURE
& MANAGE CHANGE BY
FOCUSING ON AN IDEAL VISION
OF WHAT THE ORG SHOULD
& COULD BE 5-10 YEARS IN THE FUTURE.
Strategic Planning
Through an Effective strategy, a business creates a
sustainable competitive advantage.
Process of envisioning the org future &
developing
necessary procedures &
operations to achieve that future called
Strategic Planning
Strategic Planning (SP)
Objective of SP to build a posture that is so strong in selective ways that the org can achieve
its goals despite unforeseeable external forces
In today’s business environment, quality is a
key element of strategic planning
Strategic Planning
COMPETITIVENESS REQUIRES MORE TOP LEVEL
“STRATEGIC
THINKING”
&
“STRATEGIC PROGRAMMING” ,
LESS
MID-LEVEL
TRUE (IDEAL) STRATEGY-MAKING PROCESS CAN BE.
…CAPTURING WHAT THE MANAGER LEARNS FROM
ALL SOURCES (BOTH SOFT INSIGHT S FORM HIS OR
HER PERSONAL EXPERIENCES & EXPERIENCES OF
OTHERS THROUGHOUT THE ORGANIZATION AND THE
HARD DATA FROM MARKET RESEARCH AND LIKE) &
THEN SYNTHESIZING THAT LEARNING INTO A VISION
OF DIRECTION THAT BUSINESS SHOULD PURSUE.
Strategic Planning
“STRATEGY - A PATTERN OR PLAN THAT
INTEGRATES AN ORG’S MAJOR GOALS,
POLICIES, & ACTION SEQUENCES INTO A
COHESIVE WHOLE”
A WELL-FORMULATED STRATEGY HELPS TO MARSHAL
& ALLOCATE AN ORG'S RESOURCES INTO A UNIQUE &
VIABLE POSTURE BASED ON ITS RELATIVE INTERNAL
COMPETENCIES & SHORTCOMING, ANTICIPATED
CHANGES IN ENVIRONMENT, & CONTINGENT MOVES
BY INTELLIGENT OPPONENTS.
Role of Quality in Strategic Planning
• FIRMS CAN POSSESS T WO BASIC T YPES OF
COMPETITIVE ADVANTAGE: LOW COST &
DIFFERENTIATION.
• STRATEGIC QUALIT Y PLANNING -- SY ATIC
APPROACH TO SETTING QUALIT Y GOALS -- HAS
BEEN VIEWED AS SEPARATE & DISTINCT FROM
STRATEGIC BUSINESS PLANNING (SBP).
•QUALIT Y PLANNING TRADITIONALLY TOOK
PLACE AT LOW LEVEL OF THE ORG, & FOCUSED
ON MANUFACTURING & TECHNOLOGY .
Role of Quality in Strategic Planning
QUALIT Y DRIVES FINANCIAL & MKTG SUCCESS.
STRATEGIC QUALIT Y PLANNING IS SYNONYMOUS
WITH STRATEGIC BUSINESS PLANNING.
Strategic Planning Process
Mission
Vision
Gap analysis
Strategic Goals
Strategies
Objectives
Guiding
Principles
Strategic Planning (SP)
FORMAL STRATEGIES CONTAIN THREE ELEMENTS:
1. GOALS TO B E ACHIEVED.
2. POLICIES THAT GUIDE OR LIMIT ACTION.
3. ACTION SEQUENCES, OR PROGRAMS, THAT ACCOMPLISH
THE GOALS.
EFFECTIVE STRATEGY REVOLVE AROUND A FEW KEY
CONCEPTS & THRUSTS –
SUCH AS “CUSTOMER
PROVIDE FOCUS.
.
SATISFACTION”
-
WHICH
Strategy Development
MISSION OF A FIRM - DEFINES ITS REASON
FOR EXISTENCE; IT ASKS THE QUESTION
“WHY ARE WE IN THE BUSINESS? ”
MIGHT INCLUDE A DEFINITION OF PRODUCTS
&
SERVICES,
T YPES
OF
MARKETS,
IMPORTANT
CUSTOMER
NEEDS,
&
DISTINCTIVE COMPETENCIES- EXPERTISE
THAT SETS FIRM APART FROM OTHERS.
Strategy Development
Mission of FedEx
To “produce outstanding financial returns by providing totally reliable,
competitively superior global air ground transportation of high priority goods
& documents that require rapid, time-sensitive delivery”.
Cadillac Motor Car Mission
To engineer, produce, & market world’s finest automobiles, known for
uncompromised levels of distinctiveness, comfort, convenience, & re-fined
performance”.
Strategic Quality Planning Process at Eastman Chemical Company
Define Eastman’s
Vision, Mission, and MIOs
Gather Critical
Planning Inputs
Develop strategic alternatives
Develop Eastman's overall strategy
Develop MIOs and key initiatives for
each organization and dimension
Develop supporting projects and milestones
Allocate resources
Finalize annual plan
Plan and implement projects
Review Progress and Performance
Annually assess and improve the planning process
MIO = Major Improvement Opportunity
Strategy Development
• MISSION, VISION, GUIDING PRINCIPLES SERVE
AS FOUNDATION FOR STRATEGIC PLANNING.
• MUST BE ARTICULATED BY TOP MGT & OTHERS
WHO LEAD, ESPECIALLY CEO.
• TO
BE
TRANSMITTED,
PRACTICED,
&
REINFORCED THROUGH SYMBOLIC & REAL ACTION
BEFORE THEY BECOME “REAL” TO EMPLOYEES &
PEOPLE, GROUPS, & ORGANIZATIONS IN EXTERNAL
ENVIRONMENT THAT DO BUSINESS WITH FIRM.
Strategic Deployment
Top mgt requires a method to ensure that its plans &
strategies - executed successfully within org.
An iterative process - senior mgt asks
(a) what lower levels of org can do,
(b) what they need,
(c) what conflicts may arise can avoid many of
implementation problems that mgrs typically face.
Strategy Development
NEXT STEP IN PROCESS, IS TO ASSESS GAP B/W
WHERE IT IS NOW & WHERE IT WANTS TO BE (AS
DESCRIBED IN ITS VISION).
USING THIS ASSESSMENT, AN ORG DEVELOPS
GOALS, STRATEGIES, & OBJECTIVES THAT WILL
ENABLE IT TO BRIDGE GAP.
Strategy Development
Goals: Broad statements that set direction for org to
take in realizing its mission
Closing gap b/w where it is & where it wants to be.
Strategies: Key actions towards achieving goals.
Strategy Development
A business goals might be to reverse market trend
On the other hand,
A strategy of improving R & D, efforts might help to achieve this
goal.
Objectives : Specific, measurable actions that support the
strategies.
An objective - to increase the no. of customers by 50 percent.
Strategy Development
Metrics are needed to
measure an organization's
performance in achieving
its objectives, strategies, &
ultimately, its vision.
Strategic Planning Process at Corning Telecom Products Div
Vision
Mission
Establish Strategic
Strategy Development
Process
Review Strategic
initiatives and Critical
Success Factors
Review TPD Values
and establish KRIs
Planning Process
Develop short and
long term plans
Deploy the plans
Review measures
Strategy Deployment
Process
Strategy Deployment
Process
(KRI = Key Results Indicators
Source: 1995 Malcolm Baldrige National Quality Award Application Summary. Courtesy of Telecommunications
Products Division, Corning, Incorporated.
Strategic Planning Process
JAPANESE DEPLOY STRATEGY
PROCESS
“HOSHIN
KANRI,
PLANNING”.
THROUGH A
OR
HOSHIN
US: POLICY DEPLOYMENT, OR MGT BY PLANNING.
MANY COMPANIES, NOTABLY FPL, HP & AT&T, ADOPTED
PROCESS.
TRANSLATION OF “HOSHIN KANRI” - “POINTING
DIRECTION”.
TO POINT, OR ALIGN, ENTIRE ORG IN A COMMON
DIRECTION .
Strategic Planning Process
P O L I CY D E P LOY MENT E M P HAS IZ ES .
a)
O RG W I D E P L ANNI NG
b)
S E T T ING O F P R I ORIT IES ,
c)
P ROV ID ES R E S OU RCE TO M E E T O B J EC T IVES ,
d)
ME ASURES PERFORMAN C E
I M PROVING P E R FORMAN CE .
AS
A
B ASI S
FOR
POLICY DEPLOYMENT IS ESSENTIALLY A TQBASED APPROACH TO EXECUTING A STRATEGY
BY
ENSURING
THAT
ALL
EMPLOYEES
UNDERSTAND
BUSINESS
DIRECTION
&
WORKING ACCORDING TO A PLAN TO MAKE
THE VISION A REALIT Y .
Strategic Planning Process
FP & L, defines Policy Deployment as “Executive Deployment of
selected policy-driven priorities & necessary resources to
achieve performance breakthroughs”.
HP calls it “A Process for Annual planning & implementation
which focuses on areas needing significant improvement.”
AT&T’s definition “An org-wide & customer focused mgt
approach aimed at planning & executing breakthrough
improvements in Business Performance”.
Strategic Planning Process
WITH POLICY DEPLOYMENT, TOP MGT IS RESPONSIBLE
FOR
DEVELOPING & COMMUNICATING A “ VISION ”,
BUILDING
ORG-WIDE
COMMITMENT
TO
ACHIEVEMENT.
ITS
LONG-TERM STRATEGIC PLAN FORMS BASIS FOR
SHORTER-TERM PLANNING.
THIS VISION IS DEPLOYED THROUGH, DEVELOPMENT &
EXECUTION OF ANNUAL OB JECTIVES & PLANS.
ALL LEVELS OF EMPLOYEES ACTIVELY PARTICIPATE IN
GENERATING STRATEGY & ACTION PLANS TO ATTAIN
“ VISION ”.
Strategic Planning Process
MGT REVIEWS AT SPECIFIC CHECKPOINTS ENSURE
EFFECTIVENESS OF INDIVIDUAL ELEMENTS OF
STRATEGY.
IMPLEMENTATION
TEAMS
EMPOWERED
ACTIONS & SCHEDULE THEIR ACT IVITIES.
PERIODIC REVIEWS (MONTHLY OR
PROGRESS & DIAGNOSE PROBLEMS.
TO
QUARTERLY)
MANAGE
TRACK
MGMT MAY MODIFY OBJECTIVES ON BASIS OF EVALUATES
RESULTS AS WELL AS DEPLOYMENT PROCESS ITSELF
THROUGH ANNUAL REVIEWS, WHICH SERVE AS A BASIS FOR
NEXT PLANNING CYCLE .
Strategic Planning Process
NEGOTIATION PROCESS IS CALLED “CATCHBALL”.
LEADERS COMMUNICATE MID-TERM OBJECTIVES &
MEASURES TO MID MGRS, WHO DEVELOP ST
OBJECTIVES & RECOMMEND NECESSARY RESOURCES,
TARGETS, & ROLES/RESPONSIBILITIES .
THESE ISSUES DISCUSSED
AGREEMENT IS REACHED.
&
DEBATED
UNTIL
OBJECTIVES THEN CASCADE TO LOWER LEVELS OF
ORG, WHERE ST PLANS DEVELOPED.
Strategic Planning Process
CATCHBALL IS AN UP, DOWN, AND SIDEWAYS
COMMUNICATION PROCESS AS OPPOSED TO AN
AUTOCRATIC, TOP-DOWN MANAGEMENT ST YLE.
IT MARSHALS COLLECTIVE EXPERTISE OF WHOLE ORG &
RESULTS IN REALISTIC & ACHIEVABLE OBJECTIVES THAT
DO NOT CONFLICT.
PROCESS FOCUSES ON OPTIMIZING THE SY
THAN ON INDIVIDUAL GOALS AND OB JECTIVES .
RATHER
CAN ONLY OCCUR IN A TQ CULTURE THAT NOURISHES
OPEN COMMUNICATION .
Corporate Activities
The Policy
Deployment
Process
Departmental Activities
Corporate
vision
Departmental
Vision
Long-term
objectives
Long-term
Objectives
Mid-term
Objectives
Mid-term
Objectives
Short-term
Objectives
Short-term
Objectives
Project
Development
Policy
deployment
plan
Short-term
Plan
Plan
approval
Project
Implementation
Implementation
Review
Management reviews
= Catch Ball
Role of Quality in Strategic Planning
Strategic planning — companies can accomplish several
important tasks.
1.
Understanding key customer & operational requirements
as input to setting Strategic directions. This step aligns
ongoing PI with company’s strategic directions.
2.
Optimize use of resources & ensure bridging b/w shortterm & LT requirements, which may entail capital
expenditures, training, etc.
3.
Ensure :Quality initiatives understood at three key levels of
the org: (a) Company/org level, (b) Process Levels, (c)
individual levels
Role of Quality in Strategic Planning
.4. REVIEW IF ORGS & STRUCTURES :
(A) EFFECTIVELY FACILITATE
STRATEGIC PLANS
ACCOMPLISHMENT OF
(B)
SET STAGE FOR INTEGRATING BREAKTHROUGH &
INCREMENTAL IMPROVEMENT.
•
COMPLETE INTEGRATION OF TQ INTO STRATEGIC
BUSINESS PLANNING (SBP) IS MOST OFTEN THE
RESULT OF A NATURAL EVOLUTION.
•
IN NEW COMPANIES. QUALIT Y OFTEN TAKES A BACK
SEAT TO A) INCREASING SALES, B) EXPANDING
CAPACIT Y, OR (C) B OOSTING PRODUCTION .
•
HERE, STRATEGIC PLANNING USUALLY CENTERS ON
“FINANCIAL & MKTG STRATEGIES ”.
The Role of Quality in Strategic Planning
Xerox Leadership Through Quality strategy is built on three
elements:
1. Quality Principles
Quality _ Basic business principle for Xerox in its leadership
position.
An understanding
requirements.
of
customers’
existing
&
latent
Products & services that meet requirements of all external &
internal customers.
Employee involvement, through participative problem solving,
in improving quality.
Error-free work as Most cost-effective” way to improve quality.
2. Management Actions & Behaviors
Assure strategic clarity & consistency
Provide visible supportive mgt practices, commitment, & leadership
set quality objectives & measurement standards
•Establish & reinforce a mgt style
of openness, trust, respect,
patience, and discipline.
•Develop an environment in which
each person can be responsible
for quality.
Strategy Development
STRATEGY DEVELOPMENT NEEDS TO TAKE INTO
ACCOUNT
(A) CUSTOMER & MKT REQUIREMENT &
EXPECTATIONS;
(B) COMPETITIVE ENVIRONMENT;
(C) FINANCIAL, MARKET,
(D) TECHNOLOGICAL, & SOCIETAL RISKS;
(E) COMPANY CAPABILITIES, E.G HR,
(F) TECHNOLOGY, & BUSINESS PROCESS;
(G) SUPPLIER &/OR PARTNER CAPABILITIES.
THIS INFO IS USUALLY GATHERED & MAINTAINED AS
INPUTS TO THE PLANNING PROCESS.
3.
Quality Tools
Xerox quality policy
Competitive benchmarking and goal setting.
Sy atic defect-detection & error-prevention process
Training for leadership through quality.
Communication & recognition programs that reinforce leadership
through quality.
A measure for the cost of quality (or its lack)
Transactional Leadership
◦ Mgrs who push subordinates to change but do not seem to
change themselves are transactional
◦ Mgrs use reward & coercive power to encourage hi
performance
Transformational Leaders
◦ Transformational Leaders: Who, through their personal
vision & energy, inspire followers & have a major impact
on their org
◦ Also called charismatic leaders.
◦ Transactional Leader does not have “vision” of transformational leader
Transformational Leadership
◦ Transformational Leaders:
◦ Make subordinates aware of how important their jobs are
by providing feedback
◦ Make subordinates aware of their own need for personal
Growth & development
◦ Empower workers, added training help
◦ Motivate workers to work for good of org, not just
themselves
Transformational Leaders
◦ Transformational - charismatic have a vision of how good
things can be.
◦ Excited & clearly communicate this to subordinates.
◦ Openly share information with workers.
◦ Everyone aware of problems & need for change.
◦ Empowers workers to help with solutions.
◦ Engage in development of workers.
◦ Mgr works hard to help them build skills.
4 Phases of Transformation
Process
1. Recognizing need
for change.
2. Create a new vision.
3. Manage Transition
4. Institutionalize
the change.
Charismatic
Leadership
Influence based on follower
perceptions that the leader is
endowed with the gift of divine
inspiration or supernatural
qualities.
Charismatic Leadership is
really just a component of the
based Transformational
Charismatic Leaders
Common Characteristics
•Self-confidence
•Vision
•Ability to articulate
•Strong convictions
•Out of the ordinary behavior
•Perceived as change agents
•Environmentally sensitive
Visionary
Self
Promoting
Empowers
Others
Verbal
Skills
Self
Confidence
Moral
Conviction
Charismatic
Leader
Characteristics
Minimum
Internal
Conflict
Relational
Power
Base
Inspires
Trust
High Risk
Orientation
High Energy
Action
Orientation
4 Strategies to Develop
Charismatic Qualities
Develop visionary skills
Practice being candid
Develop warm, positive,
humanistic attitude.
Develop an enthusiastic,
optimistic, energetic personality.
Personalized Charismatic Leaders
Pursue leader-driven
goals & promote feelings of
obedience, dependency &
submission in followers.
Socialized Charismatic Leaders
Pursue organization-driven goals &
promote feelings of empowerment,
personal growth & equal participation
in followers.
4-106
Leadership Theories
Leadership theory can be studied for at least five
perspectives:
◦ the trait approach
◦
◦
◦
◦
the behavioral approach
situational (contingency) approaches
the role approach
emerging theories.
The trait approach involves discovering how to be a leader by
examining the characteristics and methods of recognized
leaders determined that leaders do not necessarily share a
common set of traits.
Leadership Theories
Dozens of Leadership theories are derived from literally thousands of
leadership studies
Leadership Theories
Leaders do not follow
same set of traits.
•They can be
–right-brained & left-brained
–tall and short
–fat and thin
–articulate and inarticulate
–assertive and retiring
–dressed for success and dressed
for failure
–participative and autocratic”.
Leadership Theories
The behavioral approach attempts to determine the types of leadership
behaviors that lead to successful task performance and employee
satisfaction.
They showed that effective leadership depends on a proper blending of
an employee relationship-centered approach to employees’ needs with a
production-centered approach to getting work done.
Leadership Theories
Behavioral leadership models include Douglas McGregor’s
Theory X-Theory Y model and the blake-Mouton Managerial Grid
model.
McGregor explicitly defined contrasting assumptions that
managers hold about workers and how those assumptions tend to
influence the manager’s behavior.
Blake and Mouton defined five managerial styles that combined
varying degrees of production-oriented and people-oriented
concerns. Their contribution was to suggest that a high concern for
both production and people was needed and that effective
managers could be trained to develop a balanced concern for both.
Leadership Theories
The contingency or situational approach holds that there
is no universal approach to leadership; rather, effective
leadership behavior depends on situational factors that may
change overtime.
Current leadership theory is based heavily on this approach,
which states that effective leadership depends on three
variables:
◦ the leader
◦ the led
◦ the situation.
Fiedler’s model, shows the effect of leadership styles on
leader performance according to situational contingencies.
Leadership Theories
Vroom and Jago, prescribes an appropriate leadership
style based on various contingencies in a decision-making
situation.
The model centers on the problem-solving function of
leadership, and is based on the theory that the three major
concerns of a leader in solving problems are:
1. The quality of the decision
2. The degree of acceptance of the decision by the
subordinate (s), and
3. The time frame within which the decision must be
made.
Leadership Theories
Robert House developed his path-Goal Leadership
model based on expectancy theory.
States that the appropriate path to high performance and
high job satisfaction is dependent on employee needs and
abilities, the degree of structure of tasks to be performed, and
the leadership style that is selected by the leader.
Effective leaders choose one of four style (achievementoriented, directive, participative, or supportive) that matches
the situational contingencies and helps team members along
the path to their highest-value goals.
Leadership Theories
The role approach suggests that leaders perform certain
roles in order to be effective.
The role approach is similar to the trait and behavioral
approaches, but also takes into account situational factors.
Leaders at upper levels of the organization, or in large firms,
may frequently be called upon to play the role of figurehead or
liaison person between the firm and its outside environment.
At a lower level, where spans of control extend widely,
motivational, coordinative, or disturbance handling roles may
be needed for effective leadership.
Leadership Theories
Emerging theories enhance or enlarge current theory by
attempting to answer questions raised, but not answered, by
traditional contingency approaches.
Attributional theory states that leaders’ judgment on how to deal
with subordinates in a specific situation is based on their
attributions of the internal or external causes of the behaviors of
their followers.
Transactional (charismatic) theory assumes that certain leaders
may develop the ability to inspire their subordinates to exert
extraordinary efforts to achieve organizational goals, owning to
the leader’s vision and understanding of how to tap into the
developmental needs of the subordinates.
Leadership Theories
Transformational Leadership Theory, explains the impact of
leadership in TQ environment.
According to this model, leaders adopt many of the behaviors.
They take a ling-term perspective, focus on customers,
promote a shared vision and values, work to stimulate their
organizations intellectually, invest in training, take some risks,
and treat employees as individuals.
Transformational leadership is strongly correlated with lower
turnover, higher productivity and quality, and higher employee
satisfaction than other approaches.
Leadership Theories
Good leadership contributes substantially to high
quality, while poor leadership often causes many
quality problems in organizations.
Creating The Leadership Sy
The leadership sy refers to how leadership is exercised
throughout a company.
This includes how key decisions are made, communicated,
and carried out at all levels.
It includes the formal and informal mechanisms for
leadership development used to select leaders and manager,
to develop their leadership skills, and to provide guidance and
examples regarding behaviors and practices.
Creating The Leadership Sy
An effective leadership sy creates clear values that reflect the requirements
of company stakeholders, and sets high expectations of performance and
performance improvements.
It builds loyalties and teamwork based upon these shared values, encourages
initiative and risk taking, and subordinates organize to purpose and function.
This also includes
improvement
mechanisms
for
leaders’
self-examination
and
TQ Leadership Contrasts
.
Managers
Leaders
Plane Projects
Make plans for the future (on paper)
Organize materials and methods
Preach management by objective
Push Product
.
Practice
Envision the future
Optimize materials and methods
Use participative management
Produce
Exemplary quality
Give “ lip-service” to quality sell to
customers
Service to their customers
Cut costs perform R&D
Innovative products and services
Control People
Less waste through better processes
Motivate People
Control people and tings through sy s
Develop people’s talents, control things with
sy s
Reward conformance, punish deviation
Reward effort, skill development, and
innovation, empower employees
Maintain status quo
Look to the future through continuous
improvement.
Custom Research Inc. Leadership System
Leadership Sy at CRI
Lead with Vision
• Align and communicate
vision and CRI Star
• Maintain client focus
Learn and Improve
• communicate performance
to plane.
• share information learning
•among teams/departments
•Review/improve
management sy
Steering
Committee
Plane and Align
• Set goals
•Communicate goals
• align team/department/
individual goals
Inform and Develop
•Align data/information
•with vision/CRI Star/
client focus
•Communicate data and
information through CRI
• Promote the development
• of all employees
Quality and Organizational Structure
The effectiveness of any leadership sy
depends in part on its
organizational structure-- the clarification of authority, responsibility,
reporting lines, and performance standards to develop structures that help
them to maintain stability.
Traditional organizations tend to develop structures that help them to
maintain stability.
They tend to be highly structured, both in terms of rules and regulations, as
well as the height of the “corporate ladder,” with seven or more layers of
managers between the CEO and the first-line worker.
In contrast, organizations in the rapidly changing environments
characteristic of modern organizations have to build flexibility into their
organization structures. Hence, they tend to have fewer written rules and
regulations and flatter organizational structures.
Factors Effecting Org. Working
• Several factors have an impact on how
work is organized.
Company operational and organizational guidelines.
Management style. The management team operates in a manner unique to a given
company
Customer influences
Company size. Large companies have the ability to maintain formal systems and
records.
Diversity and complexity of product line.
Stability of the product line
Financial stability.
Availability of personnel
Team-Based Organizational Chart
Customer
Customer
Team
Customer
Team
systems and Support Services
Executive
Steering
Committee
CEO
Customer
Team
GTE Directories Management Structure
Management
Board
Core
Business
Process
Team
CrossFunctional
Coordinating
Committee
Regional
Management
Council
Major
Business
PMIs
MBNQA
Teams
Quality
Improvement
Teams
New organizational design include:
Autonomous work teams: self-management groups, given real
undertake whole pieces of work.
High-performance work sy : sets of autonomous teams linked
total work sy s designed to support autonomy. In other words,
be created around these teams.
Alliances and joint ventures: cooperative efforts conducted at
organizations that allow an organization to leverage its true
and combine with others who have complementary
Spin-outs: creating new entities outside of parent company- in essence, staking entrepreneurs.
Networks: combinations of different organizations forms- joint ventures, subsidiaries, spin-outswith various tight and loose linkages. Scale without mass achieved.
Self-defining organizations: organizations capable of rapid change can reconfigure in response to
or in anticipation of change.
Fuzzy boundaries: reducing the boundaries between inside & outside of organization. Include
customers and suppliers as part of organization. Customers actually become co designers of the
product.
Teamwork at the top: creating teams to actually run the business. It allows management of
diversity with different skills.
MBO and Policy Deployment
POLICY
DE P LOY M E N T
BEARS
SOME
M A N AG E M E N T BY O B J E C T I V E ( M B O ) .
S I MI LA R I T Y
TO
M B O I S “A PRO CE S S BY W H I CH T H E S U P E R I O R A N D
S U B O R DI N AT E M A N AGE R S O F A N O RG A N I Z AT I O N J O I N T LY
I DE N T I F Y I T S C O M M O N G OA L S , DE F I N E E AC H I N DI V I D UA L’ S
MAJOR AREAS OF RESPONSIBILIT Y IN TERMS OF THE
R E S U LT S E XP E C T E D , A N D U S E T H E S E ME A S U R E S A S GU I DE S
FO R
O P E R AT I N G
THE
UNIT
AND
ASSESSING
THE
C O N T R I B U T I O N O F E AC H O F I T S M E M B E R S ” .
B OT H A P P ROAC H E S A R E D R I V E N BY O B J E C T I V E S , I N VO LV E
E M P LOY E E S ,
DE P LOY
THE
OBJECTIVES,
E M P H A S I ZE
M E A S U R E M E N T A N D AC C O U N TA B I L I T Y, A N D R E LAY O N
I N D I V I D UA L PA R T I C I PAT I O N .
MBO and Policy Deployment
However, they have some important differences.
Tends to promote actions that optimize the individuals’ gain, rather than
organizational improvement.
Policy deployment selects key objectives that represent the business capabilities
that are critical for business competitiveness.
These annual objectives are tied to the vision and strategic plan, and are defined
with clear measure at every level of deployment.
The Seven Management and Planning Tools
MICROTECH’S MISSION IS:
TO DESIGN AND MANUFACTURE MINIATURE
ELECTRONICS
PRODUCT
UTILIZING
RADIO
FREQUENCY TECHNOLOGIES, DIGITAL SIGNAL
PROCESSING TECHNOLOGIES, AND STATE-OF-THEART
SURFACE
MOUNT
MANUFACTURING
TECHNIQUES.
Affinity Diagrams
• TO O L S F O R O RG A N I Z AT I O N A L A RG E N U M B E R O F I D E A S ,
O P I N I O N S , A N D FAC T S R E L AT I N G TO A B R OA D P RO B L E M O R
SUBJECT
AREA.
IN
D E V E LO P I N G
A
VISION
STAT E M E N T,
M A N AG E M E N T I N A B R A I N STO R M I N G S E S S I O N D E V E LO P A L I ST O F
I D E A S TO I N C O R P O R AT E I N TO V I S I O N .
• LO W
P RO D U C T
MAINTENANCE
S AT I S F I E D
E M P L OY E E S
C O U R T E O U S O R D E R E N T RY LO W P R I C E . Q U I C K LY D E L I V E RY
G RO W T H I N S H A R E H O L D E R VA L U E T E A M W O R K , R E S P O N S I V E
T E C H N I C A L S U P P O R T, P E R S O N A L E M P L OY E E G R O W T H .
• LO W P RO D U C T I O N C O ST S I N N OVAT I V E P RO D U C T F E AT U R E S H I G H
R E T U R N O N I N V E ST M E N T C O N STA N T T E C H N O L O GY I N N OVAT I O N .
H I G H Q U A L I T Y, M OT I VAT E D E M P L OY E E S , U N I Q U E P RO D U C T S , ,
SMALL, LIGHT WEIGHT DESIGN.
C A N B E G RO U P E D AC C O R D I N G
R E L AT I O N S H I P TO E AC H OT H E R .
TO
THEIR
“A F F I N I T Y ”
OR
Interrelationship Digraph
AN IN TERREL ATI ON SHI P
DI GRAPH I DENTIF I ES
AND
EX PLORES C AS UAL REL ATI ON SHI PS AMON G REL ATED
C ON C EPTS OR I D EAS . IT S HOW T HAT EV ERY ID EA C AN BE
LOGI C AL LIN K ED WI T H MORE T H AN ON E OT HER I D EA AT A
T I ME, AN D ALLOWS FOR “L AT ERAL T HIN KIN G ” RAT HER
T HAN “ L I N EAR THI N K I NG ” .
US ED AF T ER T HE AFFIN IT Y DI AG RAM HAD CL ARIF I ED
I SS UES AND PROBL EMS . AS A RESU LT, MIC ROT EC H MI G HT
D EV ELOP V I SI ON .
MicroTech vision
“We will provide exceptional value to our customer in terms of cost-effective
products and services of the highest quality, leading to superior value to out
shareholders. We will provide a supportive work environment that promotes
personal growth and the pursuit of excellence and allows each employee to achieve
his or her full potential. We are committed to advancing the stat-of-the-art in
electronics miniaturization and related technologies and to developing market
opportunities that are built upon our unique technical expertise.
Affinity Diagram for Micro Tech
Customer Value
Low price
Low product maintenance
High quality
Work Environment
ROI
High return on investment
Low production costs
Growth in shareholder value
Technology
Motivated employees
Teamwork
personal employee growth
Satisfied employees
Constant Innovation
Customer Service
Responsive technical support
Quick delivery
Courteous order entry
Product Innovation
Unique products
Small, lightweight designs
Innovative features
Interrelationship Digraph of Micro Tech’s Strategic Factors
Customer
Value
ROI
Customer
Service
Product
Innovation
Work
Environment
Technology
Tree Diagrams
A tree diagram map out the paths and tasks necessary to
complete a specific project or reach a specified goal.
Planner uses this technique to seek answers to such questions
as “What sequence of tasks will address the issue?” or “What
factors contribute to the existence of the key problem?”
Tree Diagrams
A TREE DIAGRAM BRINGS THE ISSUES AND
PROBLEMS REVEALED BY THE AFFINIT Y DIAGRAM
AND THE INTERRELATIONSHIP DIGRAPH DOWN TO
THE OPERATIONAL PLANNING STAGE.
A CLEAR STATEMENT SPECIFIES PROBLEM OR
PROCESS.
FROM THIS GENERAL STATEMENT, A TEAM CAN
BE ESTABLISHED TO RECOMMEND STEPS TO
SOLVE THE PROBLEM OR IMPLEMENT THE PLAN.
Tree Diagrams
The “product” produced by this group would be a tree
diagram with activities and perhaps recommendations
for timing the activities.
Figure, how a tree diagram can be used to map out
key goals and strategies for Micro Tech.
Key Strategic Factors
Goals
Strategies
Improve order
Entry process
Customer
Service
Reduce delivery
time
Install new
Computer sy
Tree Diagram of
Micro Tech Goals
and Strategic
Work
Environment
Improve Technical
Support
Train customer
Service reps.
Empower customer
service reps
Develop TQ
culture
Improve
teamwork
Enhance personal
growth
Provide new
Educational benefits
Provide release time
To develop creative
ideas
Matrix Diagrams
MATRIX DIAGRAMS ARE “SPREADSHEETS” THAT
GRAPHICALLY DISPLAY RELATIONSHIPS BET WEEN
IDEAS, ACTIVITIES, OR OTHER DIMENSIONS IN SUCH A
WAY AS TO PROVIDE LOGICAL CONNECTING POINTS
BET WEEN EACH ITEM.
A MATRIX DIAGRAM IS ONE OF THE MOST VERSATILE
TOOLS IN QUALIT Y PLANNING.
THREE KEY STRATEGIES ALONG THE COLUMNS.
Matrix Data Analysis
MATRIX DIAGRAMS PROVIDE A PICTURE OF HOW WELL T WO
SETS OF OBJECTS OR ISSUES ARE RELATED, AND CAB
IDENTIFY MISSING PIECES IN THE THOUGHT PROCESS .
FOCUSED ATTENTION TO THESE THREE STRATEGIES
SHOULD MEET MICRO TECH’S GOALS. THESE VISUAL
DEPICTIONS CAN HELP MANAGERS SET PRIORITIES ON
PLANS AND ACTIONS.
MATRIX DATA ANALYSIS TAKES DATA AND ARRANGES THEM
TO
DISPLAY
QUANTITATIVE
RELATIONSHIPS
AMONG
VARIABLES TO MAKE THEM MORE EASILY UNDERSTOOD
AND ANALYZED . MATRIX DATA ANALYSIS IS RIGOROUS,
STATISTICALLY BASE “FACTOR ANALYSIS” TECHNIQUE .
Matrix Diagrams for Micro Tech’s Goals and Strategies
Improve
Goals
Actions
Work
Environment
Improve
Develop
Manufacturing
New
Technology
Products
Cost
Effectiveness
High
Quality
Shareholder
Value
= Strong relationship
= Medium relationship
= Weak relationship
Process Decision Program Charts
A process decision program chart (PDPC) is a method
for mapping out every conceivable event and
contingency that can occur when moving form a
problem statement to possible solutions.
A PDPC takes each branch of a tree diagram,
anticipates possible problems, and provides
countermeasures that will
(1) prevent the deviation from occurring, or
(2) be in place if the deviation does occur.
Matrix Data Analysis of Customer Requirements for
Micro Tech
Importance Best Competitor
Requirement
Weight
Price
Reliability
Delivery
Technical Support
.2
Evaluation
6
Micro Tech
Evaluation
Difference
8
+2
.4
7
.1
8
5
-3
.3
7
5
-2
*Micro Tech- Best Competitor
8
+1
Arrow Diagrams
Arrow diagramming taught extensively in quantitative
methods, operations management and other business
and engineering.
Adding arrow diagramming to the “quality toolbox” has
make it more widely available to general managers
and other non technical personnel.
A Process Decision Program Chart
Install New
Computer Sy
Actions
Analyze
need
…
Steps
Configure
Sy
…
…
Schedule
Training
sessions
Install
hardware
train
users
…
Develop
Training
manuals
…
conduct
Training
classes
What its?
Possible
Shortstaffed
…
Countermeasures
Overtime
Temporary
help
Not enough
time
Hire external
trainer
An Arrow Diagram for Project Planning
Install New Computer System
Configure
Sy
1
Needs
Request
3
for bids
5
Purchase
Equipment
2
6
analysis
Preparation
4
Schedule
Training
7
users
Install
Sy
Training
Train
8
Creative Strategic Planning and Leadership