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  • Wass, Terrence H.
     
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  • Decision-making
     
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  • Strategic planning
     
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  • Business planning
     
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  • Organizational effectiveness
     
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  • Employee empowerment
     
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  • MSEM Thesis.
     
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    Making the leap from strategic objectives to tactical actions : a simple tactical planning and execution model for an internal business process / Terrence H. Wass.
    by Wass, Terrence H.
    Subjects
  • Decision-making
  •  
  • Strategic planning
  •  
  • Business planning
  •  
  • Organizational effectiveness
  •  
  • Employee empowerment
  •  
  • MSEM Thesis.
  • Description: 
    vii, 91 leaves : ill. ; 29 cm.
    Contents: 
    Thesis advisor: Gene A. Wright
    Committee members: Dr. Kimbel Nap, Terry Hoffmann
    The purpose of this thesis is to describe the development of the Simple Tactical Planning and Execution Model (STPEM), as well as its application in an organization. The STPEM is a strategic management tool that can be applied to an internal business process in order to verify that the tactical actions and activities associated with the process are aligned with both the strategic objectives of the process, as well as those of the organization.
    The STPEM is a useful strategic tool that seeks to overcome the gap that typically occurs in many organizations between strategic objectives and what employees actually do to meet those objectives. A typical strategic management process in an organization usually begins with the organization's efforts to identify its mission, or fundamental purpose, and its vision, or where it needs to head. The strategic management process then goes on to feature an analysis of the external environment for opportunities to pursue and threats to defend against. An analysis of the internal environment for strengths and weaknesses of its processes compared to the competition is also undertaken. The selection then occurs of key opportunities and threats based on impact to the vision and effort to implement. Strategic objectives to address the key opportunities and threats are typically defined. Those objectives must then be defined to achieve those strategic objectives and to move the organization towards its vision.
    With the typical strategic management process, there are a number of challenges encountered when defining and executing tactical actions. Employees do not fully understand the mission, vision, and strategic objectives of both an internal business process, as well as those of the organization. Action plans are often defined without input from the employees who are expected to complete those actions. The link between actions and strategic objectives is not clear. Action plans are not clearly stated. Action plans overload resources. Action plans are delegated without support. Conflicts arise between tactical actions and individual performance measures. Managers react improperly to performance measures, focusing on single observations in time rather than in relation to variability over time.
    While tools such as Drucker's management by objectives, the Kaplan and Norton Balanced Scorecard, and Hoshin Kanri address many (but not all) of these challenges, a gap still exists regarding an effective methodology for brainstorming, developing, and executing tactical actions for an internal business process.
    This thesis employs a review of a wide range of management-related literature to leverage a number of concepts in the development of the STPEM. Concepts from the Kaplan and Norton Balanced Scorecard, statistical process control, Hoshin Kanri, Ishikawa Cause-and-Effect Diagram, Nickols and Ledgerwood Goals Grid, SMART actions, "vital few" and "useful many" process improvements, lean concepts, and leadership theory are all leveraged in the development of the STPEM. The proposed STPEM overcomes many of the challenges associated with the strategic management process, and can be used by organizations to close the objective to execution gap. A hypothetical case study is featured, which demonstrates the application of the STPEM.
    The problem of the execution gap between strategy and tactical actions in organizations -- Understanding the strategic management process -- The development of tactical plans and the implementation of tactical actions and activities -- The Simple Tactical Planning and Execution Model (STPEM) -- Conclusions and recommendations.
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    Walter Schroeder LibraryMaster's ThesesAC805 .W377 2009AvailableAdd Copy to MyList

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