Qatar University

Workshop

OnAcademic Action Plan

Conducted By

Salaheldin Ismail, PhDChair, Department of

Management & Marketing June, 2006

ContentsContents IntroductionIntroduction(Mission, Objectives, Strategies)(Mission, Objectives, Strategies)

Action Plan ConceptsAction Plan Concepts(Concepts, Types, SWOT analysis)(Concepts, Types, SWOT analysis)

Scorecard ConceptsScorecard Concepts((Definition, Importance, Implementation)Definition, Importance, Implementation)

From Recommendations To Action From Recommendations To Action Plan Plan

(How to Transform Task Force (How to Transform Task Force Recommendations into Action Plans)Recommendations into Action Plans)

Key Lessens LearnedKey Lessens Learned

First: Introduction

VISIONWhat we want to

be

MISSIONWhy we exist

VALUESWhat we believe in

OBJECTIVES - STRATEGIES Our Game Plan (Action Plan)

SCORECARDImplementation and Concentration

STRATEGIC INTITIATIVESWhat we need to do

PERSONAL WORK OGJECTIVESWhat I need to do

STRATEGIC OUTCOMES

SatisfiedCUSTOMERS

EffectivePROCESSES

Motivated & Prepared

WORKFORCE

Strategic Management Hierarchy

VisionVision

Reflects the ability to create and Reflects the ability to create and articulate a realistic, credible, articulate a realistic, credible,

attractive goals that proposes a attractive goals that proposes a future better than the present.future better than the present.

e.g. we enable growth and add value e.g. we enable growth and add value to all we touch. QU will become a to all we touch. QU will become a

recognized educational leader, recognized educational leader, inspiring and empowering persons for inspiring and empowering persons for

leadership.leadership.

MissionMission

It is a broad statement that identify the It is a broad statement that identify the organization’ products and customer and organization’ products and customer and

distinguish it from its competitors. The distinguish it from its competitors. The reason for existence of an organization. reason for existence of an organization.

States the purpose of an organization.States the purpose of an organization.

e.g. QU creates learning communities e.g. QU creates learning communities where students develop their potential for where students develop their potential for

meaningful and productive lives.meaningful and productive lives.

ValuesValues

Reflect ideas about what a Reflect ideas about what a society believes to be good, society believes to be good, right, desirable or beautiful.right, desirable or beautiful.

e.g. we act with integrity and e.g. we act with integrity and honesty. Respect for one honesty. Respect for one

another. Cooperationanother. Cooperation

ObjectivesObjectives

They are the targets toward They are the targets toward which the organization is which the organization is

directeddirected The main consequences of any The main consequences of any

activities. activities. Provide detail and scope of the Provide detail and scope of the

mission.mission.

Objectives should be SMARTObjectives should be SMART..

SpecificSpecific MeasurableMeasurable

“ “What gets measured gets done”What gets measured gets done” If you cannot measure it you cannot understand itIf you cannot measure it you cannot understand it

If you cannot understand it you cannot control itIf you cannot understand it you cannot control it If you cannot control it you cannot manage itIf you cannot control it you cannot manage it

ApplicableApplicable RealisticRealistic TimedTimed

e.g. increase No. of students (200- Fall 2007).e.g. increase No. of students (200- Fall 2007).

Advantages of setting objectivesAdvantages of setting objectives::

They provide guidance or direction for people in the They provide guidance or direction for people in the organization.organization.

They provide an effective mechanism for evaluation They provide an effective mechanism for evaluation and control.and control.

They can be considered as a source of motivation (if They can be considered as a source of motivation (if they are SMAT, they can motivate people to work they are SMAT, they can motivate people to work harder, especially, if attaining the goal is likely to harder, especially, if attaining the goal is likely to result in rewords). result in rewords).

Resource Allocation: Critical decisions involving Resource Allocation: Critical decisions involving resources (people, time, equipment, money) are resources (people, time, equipment, money) are more consistent with organizational objectives when more consistent with organizational objectives when objectives- setting strategies are used.objectives- setting strategies are used.

StrategiesStrategies

Plans for achieving Plans for achieving organizational objectives.organizational objectives.

e.g. To establish a new college. e.g. To establish a new college. To obtain a college education.To obtain a college education.

TacticsTactics

Methods and activities taken to Methods and activities taken to accomplish strategies.accomplish strategies.

e.g. select a college, select a e.g. select a college, select a major.major.

OperationsOperations

Day to day activities.Day to day activities.

e.g. Register, Buy books, take e.g. Register, Buy books, take courses, Study.courses, Study.

Second: Action Plan

PlanningPlanning

The process of defining the The process of defining the organization’s objectives, organization’s objectives, establishing strategies for establishing strategies for achieving those objectives and achieving those objectives and developing action plans to developing action plans to integrate and coordinate integrate and coordinate activities.activities.

ImportanceImportance

Helps managers to be proactive (make Helps managers to be proactive (make things happen). things happen).

Provides directions (increases the ability of Provides directions (increases the ability of forecasting).forecasting).

Reduces the impact of change Reduces the impact of change (uncertainty).(uncertainty).

Minimizes wastes (time, capacity, Minimizes wastes (time, capacity, materials, workforce).materials, workforce).

Sets the standards to facilitate control.Sets the standards to facilitate control.

Dimensions of PlansDimensions of Plans RepetitivenessRepetitiveness: is the extent to which : is the extent to which

the plan is used over and over again the plan is used over and over again (standing plans or single- use plans).(standing plans or single- use plans).

TimeTime: is the length of time the plan : is the length of time the plan covers. (long, intermediate or short – term covers. (long, intermediate or short – term plans).plans).

Scope:Scope: is the portion of the total is the portion of the total management system at which the plan is management system at which the plan is aimed. (Inputs, processes, outputs).aimed. (Inputs, processes, outputs).

Level:Level: is the level of the organization at is the level of the organization at which the plan is aimed (Top level, Middle which the plan is aimed (Top level, Middle level or lower level).level or lower level).

ApproachesApproaches

Bird Approach.Bird Approach.

Squirrel Approach.Squirrel Approach.

Action PlanAction Plan

Definition: Definition:

A plan used to operationalize A plan used to operationalize any other kind of plan. It is a any other kind of plan. It is a specific action proposed to specific action proposed to help the organization achieve help the organization achieve its objectives.its objectives.

Action plan requirementsAction plan requirements

11 . .Where we areWhere we are .? .?

To do that, there are many tools such as:To do that, there are many tools such as: Critical Questions AnalysisCritical Questions Analysis SWOT analysisSWOT analysis Business Portfolio AnalysisBusiness Portfolio Analysis Porter’s ModelPorter’s Model

SWOT Analysis: is a strategic development tool SWOT Analysis: is a strategic development tool that matches internal organizational strengths that matches internal organizational strengths and weaknesses with external opportunities and and weaknesses with external opportunities and threats. (SWOT is an acronym for an threats. (SWOT is an acronym for an organization’s strengths and weaknesses and its organization’s strengths and weaknesses and its opportunities and threats).opportunities and threats).

22 . .To where we want to goTo where we want to go .? .?

Objectives:Objectives: Short- term objectives (targets to be Short- term objectives (targets to be

achieved in one year or less- set by and achieved in one year or less- set by and for lower- level managers).for lower- level managers).

Intermediate- term objectives (targets to Intermediate- term objectives (targets to be achieved in one to five years- set by be achieved in one to five years- set by and for middle management).and for middle management).

Long- term objectives (targets to be Long- term objectives (targets to be achieved in five to seven years – set by achieved in five to seven years – set by and for top management).and for top management).

33 . .How to get thereHow to get there ? ? Set up your Road Map i.e. Strategy Set up your Road Map i.e. Strategy

Strategic PlanStrategic Plan: It is a long – term plan : It is a long – term plan that focuses on the organization as a that focuses on the organization as a whole. whole. Tactical planTactical plan: A plan aimed at achieving : A plan aimed at achieving tactical goals and developed to implement tactical goals and developed to implement parts of a strategic plan. parts of a strategic plan. Operational PlanOperational Plan: Focuses on carrying : Focuses on carrying out tactical plans to achieve operational out tactical plans to achieve operational goals.goals.

Identify resources needed i.e. People, Identify resources needed i.e. People, Equipments, Materials, Time.Equipments, Materials, Time.

Third: Scorecard

What is the Scorecard (SC)What is the Scorecard (SC)??

The scorecard is considered as a The scorecard is considered as a management philosophy (not only a management philosophy (not only a measurement tool). It will enable measurement tool). It will enable colleges or departments to spell out colleges or departments to spell out their vision, strategy and objectives their vision, strategy and objectives and translate them into (effective and translate them into (effective and sufficient action plan). and sufficient action plan).

Scorecard BenefitsScorecard Benefits LearningLearning SC Places the departments and colleges in a learning environment.SC Places the departments and colleges in a learning environment. How to set up new initiatives and how to assign your resources How to set up new initiatives and how to assign your resources

sufficiently?.sufficiently?. Promoting Cause-effect philosophy.Promoting Cause-effect philosophy. Understanding measurement processes.Understanding measurement processes.

PlanningPlanning Allocating resources based on performanceAllocating resources based on performance Predicting future outcomesPredicting future outcomes Developing real KPIs. Developing real KPIs. Transforming planning from an academic exercise into practical tasks.Transforming planning from an academic exercise into practical tasks.

Facilitating ImprovementsFacilitating Improvements Identifying what most needs to be changedIdentifying what most needs to be changed Identifying best practices through benchmarkingIdentifying best practices through benchmarking Providing a feedback for both the internal business processes and Providing a feedback for both the internal business processes and

external out comes in order to continuously improve your performance external out comes in order to continuously improve your performance and end results.and end results.

Scorecard RequirementsScorecard Requirements

Developing and institutionalizing a Quality Developing and institutionalizing a Quality System.System.

Having the right people managing the Having the right people managing the process, with top level commitment.process, with top level commitment.

Understanding how SC will be applied to Understanding how SC will be applied to the process and objectives in advance.the process and objectives in advance.

Creating a balance among people, Creating a balance among people, process, and technology in order to drive process, and technology in order to drive continuous improvement effectively.continuous improvement effectively.

Why Use the Scorecard in QUWhy Use the Scorecard in QU??

Because we need to know what our Because we need to know what our customer’s (students and customer’s (students and community) expectations are and community) expectations are and what our employees needs (Tangible what our employees needs (Tangible and intangible) to have to meet and intangible) to have to meet these expectations (SC can be linked these expectations (SC can be linked into performance management). into performance management). Because we cannot achieve our Because we cannot achieve our stated objectives without taking stated objectives without taking those expectations into account.those expectations into account.

ImplementationImplementation

Identify strategic objectivesIdentify strategic objectives Identify outcome measuresIdentify outcome measures Develop Action plansDevelop Action plans Identify data collection systemsIdentify data collection systems Launch ScorecardLaunch Scorecard Set up Continuous Improvement Set up Continuous Improvement

initiatives.initiatives.

1 -Set Objectives

2 -Create KPIs6 -Set continuous

Improvement Initiative

3 -Action Plan for Measuring

4 -Collect data

5 -Review data and Launch Scorecard

Getting Started in SC

Fourth: From Recommendations To Action Plan

Recommendation. 1Recommendation. 1

Recommendation .2Recommendation .2

Recommendation .3Recommendation .3

Fifth: Key Lessens LearnedFifth: Key Lessens Learned

It provides a framework needed for It provides a framework needed for strategic alignment and strategic alignment and organizational learning. organizational learning.

It can be used as a Performance It can be used as a Performance measurement.measurement.

It can be used as a management It can be used as a management philosophy.philosophy.

It increases the use of information It increases the use of information technology.technology.

It helps to know what to BenchmarkIt helps to know what to Benchmark

Success Comes in Cans Not Success Comes in Cans Not in Cannotsin Cannots