The six processes of strategic management
Glover 1996
- Assessing the current position of the school
- Assessing the current strengths and weaknesses in the use of human and financial resources
- Reviewing the aims of the organisation and if they should be changed
- Considering, and costing, the alternative ways in which the organisation could develop to meet its objectives
- Reaching decisions on the priorities for future planning
- Developing longer term, medium term and action plans for the use of resources to meet aims
Davies and Ellison -1997
Differences between futures thinking, ( 5-15 years) - develop a vision about a desired future state and then plan backwards strategic planning (3-5 years) development planning (1-3 years)
Avoid an incremental approach - a school only gradually alters current provision (think about impact of tech)
What will T&L and tech look like in ten years
Scheerens (1997)
Synoptic planning versus retroactive planning
Synoptic planning-characterised by high predictability or sequencing of actions
Retroactive planning-characterised by reaction to events and incremental development
Rational planning
When a school knows where it is going, it will manage resources and structures in such a way that the aims and objective’s will be fulfilled.
Three steps to a rational approach
- Determining the objectives of the organisation-there must be a single set of organisational preferences which decides on the trade-off between objectives.
- Finding out information on the alternative means for achieving the objectives and calculating the cost and benefits of each possible action
- Selecting those actions which will maximise the achievement of the objectives.
Rational planning process
- Audit-establish the present situation
- Planning –present and cost alternative answers
- Linking-matching component parts to the development plan
- Prioritising-establishing which plans are logistically and financially possible
- Implementing-putting the selected plans into operation
- Evaluating-measuring progress towards aims
- Back to audit
The tight model versus the loose model
Tight model - link between objectives and resources are tight
Loose model-broader aims rather than type plans
Tight model
- clear goals
- a clear hierarchy of office and role
- Centralisd control
- Clear linking of budgetary decisions with wider planning
- Rigourous procedures for assessing decision options
- Effective vertical communication for evaluation
Loose model
- Collegial view of management
- Decisions based on negotiation consensus
- Flexible view of financial plans
