Perspective in Strategic

Planning by: Dr. Eusebio F. Miclat, Jr.

Development Planning & Budgeting, PSU (2004)

Reporter

Lennie H. Torres

Professor:

Josefina Bitonio, DPA

DM 214 Strategic Planning/ ME 217 Strategic Planning 1st Semester 2013

3 Perspective in Strategic

Planning

1. Down-board thinking

2. Paradigm Shift

3. Planning Orientation

a) System Approach

b) Mega-level Environment

c) Outside-In Planning

Down – Board Thinking • Effective strategic planning create

scenarios and consider the consequences of this scenarios in the light of competition and the response of other environmental factors.

• Similar to the way a chess master thinks when he plays the game. He does not only think and decide on his immediate moves but he must look “down-board” and considers his opponent’s possible responses to his moves and plans a number of several moves ahead. (L.D. Goodstein et al.,1993)

“ If we can not predict the future, we had best create it”. Peter Drucker

• Managers and planners should

not be wearing the horse’s

blinders but instead peeps the

submarine’s periscope and the

grandmaster’s down-board

thinking of looking into the

future several steps ahead of the

present.

Paradigm Shift

- set of ideas, usually

unwritten, that people have

learned and developed through

education and experiences that

defines the conventional

methods about the rules of

nature and life (J.F. Cali 1993).

- acts a mental filter or

sieving devise that delimits the

way we think about things by

erecting asset of boundary

conditions that are often more

perceived than real.

Paradigm reforms

Collective action

Dreams Improve incomes

stability dynamism

decent economic growth

Business progress

Paradigm Shift - requires disassembling our

old and conventional ways of

seeing, doing, thinking, and

assessing a thing because they

no longer apply with reality and

the present.

The “ new paradigm” calls for

a broad, flexible, eclectic,

creative and futuristic mental

framework.

“CHANGE”

Educational Paradigm

TEACHING LEARNING

KASA (knowledge, abilities, skills and

attitudes)

Rote master Process Learning and

dynamic citizenship

Budgeting : Input Oriented Output oriented

Planning Orientation There are three types of planning

orientation:

1. system

2. mega level

3. outside in approaches

System - an organized unitary whole

composed of two or more

independent parts, components

or sub-systems and delineated by

identifiable boundaries from its

environmental supra system

(F. Kast and J. Rosenzweig, 1979)

Elements of a System 1. Inputs

2. Conversion process

3. Outputs

4. Outcomes

a) Effect -immediate consequences of program output (UN, 1978)

b) Impact –change in the standard of living of the target group or within target area stemming from the program(UN, 1978)

`

System Approach - Affords the

managers and

planners a holistic

and integrated

perspective.

Example of integrated

perspective

Demands

Mandate

Resources

Manpower

Funds

Materials

Physical

Others

Teaching-learning

Co-curricular

Research execution

Training programs

Technology apply

Innovative management

systems

Physical plan

implementation

Quantitative

number of

graduates,

trainees and

research

Qualitative

manifest

competence

researches

published

technologies

commercialized

Board exams

Employed graduates/

trainees

Research awards

Self-reliance

Self-sufficiency

Citizenship

Better quality of life

Internal Organization

External Environment

Feedback

INPUTS CONVERSION PROCESS OUTPUTS OUTCOMES

Effects/Impact

A Systems Planning Framework of a University

(Miclat, Jr., 1998)

Mega-Level Environment - Looks its role in different level of

planning environments. There is no

permanent one-to-one correspondence.

Rather the levels of planning

environment vary and slide depending

on the highest level of planning

environment one adopts in planning.

3 Scopes of Planning Levels (based on who the primary client is and who benefits)

-R.A. Kaufman, 1996

1.MEGA LEVEL – Society

2.MACRO LEVEL –

Educational System

3.MICRO LEVEL –

Individual Learner,

4.Teacher, or Group on a

one-to-one correspondence.

Micro Level

Macro Level

Mega Level

- They argue that mega level planning

views the society and the educational clients

as the basis of everything the education

system or organization uses, does, and

delivers. In the macro level, planning is

primarily looking after the organization but

without any substantial commitment to both

the client and the society. Finally, micro level,

planning is concerned only with individuals or

group jobs and tasks

e.g. 1) SOCIETY AS HIGHEST LEVEL OF PLANNING ENVIRONMENT

MEGA – Society

MACRO – Region

MICRO – Province, City, and Town

2)WORLD AS HIGHEST LEVEL OF PLANNING ENVIRONMENT

MEGA – Global

MACRO – Philippines

MICRO – Region like NCR

3) REGION AS HIGHEST LEVEL OF PLANNING ENVIRONMENT

MEGA – Region

MACRO – Province

MICRO – District/Town

Outside-In Planning • planning in this way is as if one were looking

into the organization from the outside – from

the vantage point of society back into the

organization and its results and efforts.

( Kaufman and associates (2002)

• proactive.

• It is a paradigm or frame of reference that

continuously challenges the status quo while

identifying possible scenarios and new

opportunities that bring about positive

change and growth to society.

According to Gene Bellinger's Theory of

systemic thinking..

Traditional Management

Perspective

VS.

Management Perspective in

a Learning Organization

Traditional Perspective

to control company within a hierarchical framework

to plan and organize by setting clear priorities, and then work to bring daily activities in line with his bigger-picture decisions.

Traditional management achieves this objective by clearly defining job duties and responsibilities for each position, and implementing training to ensure that each employee thoroughly learns the routines

Management Perspective

to understand both human and business systems and integrate them gracefully

involves understanding elements of every aspect of the business and grasping how the puzzle pieces fit together.

involves understanding elements of every aspect of the business and grasping how the puzzle pieces fit together.

Management Perspective

A leader who operates from a balanced management perspective will know the right questions to ask. -His big-picture orientation will enable her to zero in on imbalances, and thoughtfully investigate areas where change is necessary.

Management perspective involves using a firm grasp of the company's overall direction to plan and organize day-to-day operations.

perspective seeks to inspire a team of employees to learn and excel.

A management perspective inspires learning by defining on going improvement as a priority and by creating conditions in which learning can successfully occur, such as scheduling time specifically dedicated to training and building employee skills.

Seeing the Big Picture

-Whether a manager

operates as a traditional

CEO or a visionary

leader, his job is to see

the big picture and

communicate it to his

employees.

Planning and Organizing • A leader using a holistic, systems-

oriented approach will plan and

organize by working to bring

concurrent processes into a useful

balance, with a focus on

understanding rather than

controlling.

• Whether a manager operates

traditionally or holistically, he will be

responsible for integrating the larger

perspective into recurring daily

processes.

• Holistic management

inspires learning by focusing

on building problem-solving

capabilities and encouraging

employees to think for

themselves and improve on

existing systems

Inspiring Learning

Shaping a Vision

` • Management perspective is the force behind shaping a company's vision, or the overall set of values that guides long-term plans as well as short-term specifics.

• A manager may shape a vision by articulating and disseminating it as a written policy.

• A manager is also responsible for communicating this vision to employees, by encouraging them to familiarize themselves with a written or oral vision statement and by working to bring all of the company's operations in line with this vision.

References:

Miclat, Jr. Eusebio F. Development Planning & Budgeting, PSU, 2004

http://work.chron.com/management-perspective-5652.html

Reference: www.openuni-clsu.edu.ph/openfiles/.../sqm.doc