MSOE Library Home
Login
My List - 0
Help
Home
Search
My Account
Basic
Advanced
Power
History
Search:
Author Keywords
Barcode
Bib No.
Call Number Keyword Search (Enter part of a call number -- use wildcards)
General Keyword Search
Keyword Search of Contents Notes
Keyword Search of Credits Notes (Enter word or words)
Keyword Search of Format
Keyword Search of Item Description
Keyword Search of Publisher's Name
Name Keyword Search
Publication Date Keyword Search
Search Part of an ISBN Number
Search Part of an ISSN Number
Series Title Keywords
Subject Keywords
Title Keywords
Refine Search
> You're searching:
Walter Schroeder Library, Milwaukee School of Engineering
Item Information
Holdings
More by this author
Wass, Terrence H.
Subjects
Decision-making
Strategic planning
Business planning
Organizational effectiveness
Employee empowerment
MSEM Thesis.
Browse Catalog
by author:
Wass, Terrence H.
by title:
Making the leap from...
MARC Display
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.
Copy/Holding information
Location
Collection
Call No.
Status
Walter Schroeder Library
Master's Theses
AC805 .W377 2009
Available
Add Copy to MyList
Format:
HTML
Plain text
Delimited
Subject:
Email to:
Horizon Information Portal 3.25_9382
© 2001-2013
SirsiDynix
All rights reserved.