As the Manager how you will interact with the External environment keeping in knew the current prevailing

circumstances of Pakistan!!
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Workshop Overview First we must know the meaning of the Question asked
basically ..!! there are 3 points of discuss Role of manager : An important role of a manager is to motivate the people working in
organization.

Intraction : The act or process of interacting. Enviroment for organization :All outside factors that may affect
an organization make up the external environment .

Prevailing circumstances of Pakistan: Pakistan's Economy is

going through hard times

Introductions

Kapeel kumae student of MBA (E) I am here to present my views on given topic..!!

Introductions
The External Environment All outside factors that may affect an organization make up the external environment . The external environment is divided into two parts: Directly interactive: This environment has an immediate and firsthand impact upon the organization.A new competitor entering the market is an example. Indirectly interactive: This environment has a secondary and more distant effect upon the organization. New legislation taking effect may have a great impact. For example, complying with the Americans with Disabilities Act requires employers to update their facilities to accommodate those with disabilities.

Matt H. Evans, matt@exinfm.com

What is Strategic Planning?

Directly interactive forces Directly interactive forces include owners, customers, suppliers, competitors, employees, and employee unions. Management has a responsibility to each of these groups. Here are some examples: Owners expect managers to watch over their interests and provide a return on investments. Customers demand satisfaction with the products and services they purchase and use. Suppliers require attentive communication, payment, and a strong working relationship to provide needed resources. Competitors present challenges as they vie for customers in a marketplace with similar products or services. Employees and employee unions provide both the people to do the jobs and the representation of work force concerns to management.

Matt H. Evans, matt@exinfm.com

Role of Manager..!! We cannot do todays job with yesterdays methods and be in business tomorrow --Nelson Jackson

Matt H. Evans, matt@exinfm.com

Why do Strategic Planning? If you fail to plan, then you plan to fail be proactive about the future Strategic planning improves performance Counter excessive inward and short-term thinking Solve major issues at a macro level Communicate to everyone what is most important

Matt H. Evans, matt@exinfm.com

Fundamental Questions to Ask Where are we now? (Assessment) Where do we need to be? (Gap / Future End State) How will we close the gap (Strategic Plan) How will we monitor our progress (Balanced Scorecard)

Matt H. Evans, matt@exinfm.com

Long-term investors are further put off Pakistan's deeply troubled economy when the start of the country's new financial year was marred by a Taliban insurgency in the country's northwest and chronic power shortages, analysts say. Foreign investment in the country fell 76.9 percent in the first two months of the 2011/12 fiscal year (JulyJune) to $65.2 million due to a decrease in both direct and portfolio investment, the central bank said on Friday. Investment totalled $282.5 million in the first two months of 2010/11 fiscal year. FDI fell 39.9 percent in July-August 2011 to $112.4 million from $186.9 million in the same period last year, the State Bank of Pakistan said. At least 400 people were killed in July and August in violence in the country's main commercial hub and investors have started shunning the country's main stock exchange. Foreign portfolio investment fell 149.3 percent with outflows of $47.1 million in the first two months of the fiscal year 2011/12, compared with inflows of $95.6 million in the same period last year. Countrys battered economy needed an International Monetary Fund (IMF) emergency loan package, agreed in November 2008, to help it avert a balance of payments crisis and shore up reserves. It received the fifth tranche of $1.13 billion of the $11 billion loan in May 2010. (Reuters)

A Good Strategic Plan should . . . Address critical performance issues Create the right balance between what the organization is capable of doing vs. what the organization would like to do Cover a sufficient time period to close the performance gap Visionary convey a desired future end state Flexible allow and accommodate change Guide decision making at lower levels operational, tactical, individual
Matt H. Evans, matt@exinfm.com

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Cu sto

Te l ch na no io Competitors log at n y er t Internal in Environment

rs lie pp Su

me rs

Strategic Partners

Political-Legal
Matt H. Evans, matt@exinfm.com

Re gu lat ors Eco nom ic

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Owners Board of Directors Management Employees Culture

l ltura iocu Soc

Strategic Planning Model ABCDE

Where we are Where we want to be How we will do it How are we doing

Assessment

Baseline

Components

Down to
Specifics

Evaluate

Environmental Scan Background Information Situational Analysis SWOT Strengths, Weaknesses, Opportunities, Threats

Situation Past, Present and Future Significant Issues Align / Fit with Capabilities Gaps

Mission & Vision Values / Guiding Principles Major Goals Specific Objectives

Performance Measurement Targets / Standards of Performance Initiatives and Projects Action Plans

Performance Management Review Progress Balanced Scorecard Take Corrective Actions Feedback upstream revise plans

Matt H. Evans, matt@exinfm.com

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Assessment

Matt H. Evans, matt@exinfm.com

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Assessment Model: SWOT

Internal Assessment: Internal Assessment: Organizational assets, resources, Organizational assets, resources, people, culture, systems, people, culture, systems, partnerships, suppliers, . .. .. . partnerships, suppliers, External Assessment: External Assessment: Marketplace, competitors, social Marketplace, competitors, social trends, technology, regulatory trends, technology, regulatory environment, economic cycles . . environment, economic cycles SWOT SWOT

Assessment

Good Points
Easy to Understand Apply at any organizational level
Matt H. Evans, matt@exinfm.com

Possible Pitfalls
Needs to be Analytical and Specific Be honest about your weaknesses

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Baseline

Matt H. Evans, matt@exinfm.com

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Organizational Profile 1. Operating Environment

Baseline

Products and Services Suppliers, Delivery Channels, Contracts, Arrangements, . . . Organizational Culture Barriers, Leadership, Communication, Cohesiveness . . . . Workforce Productivity Skill levels, diversity, contractors, aging workforce, . . . Infrastructure Systems, technology, facilities, . . Regulatory Product / Service Regulation, ISO Quality Standards, Safety, Environmental, . . .
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Matt H. Evans, matt@exinfm.com

Gap Analysis
Baseline / Org Profile

Baseline

Challenges / SWOT

Matt H. Evans, matt@exinfm.com

Gap = Basis for Gap = Basis for Long-Term Long-Term Strategic Plan Strategic Plan

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Compone nts

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Major Components of the Component s Strategic Plan / Down to Action

Strategic Plan

Mission Vision Goals Objectives Initiatives Measures Targets AI1 M1 M2 T1 T1 O1 AI2 M3 T1 AI3

Why we exist What we want to be

Action Plans Evaluate Progress

What we must achieve to be successful O2

Specific outcomes expressed in measurable terms (NOT activities) Planned Actions to Achieve Objectives Indicators and Monitors of success Desired level of performance and timelines

Matt H. Evans, matt@exinfm.com

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Criteria for Good Measures

Down to
Specifics

Integrity Complete; useful; inclusive of several types of measure; designed to measure the most important activities of the organization Reliable: Consistent Accurate - Correct Timely Available when needed: designed to use and report data in a usable timeframe Confidential and Secure: Free from inappropriate release or attack
Matt H. Evans, matt@exinfm.com

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Sanity Check . . .

Down to
Specifics

Make sure everything is linked and connected for a tight end-to-end model for driving strategic execution.

OBJECTIVE
Improve Employee Satisfaction

MEASURE / TARGET
Measure
Percent Satisfaction

Employee Satisfaction Survey Rating 90% favorable overall

90%
gap

INITIATIVE
Employee Productivity Improvement Program

45%

ACTION PLAN
Identify issues per a company wide survey

Target

Target

Actual

Matt H. Evans, matt@exinfm.com

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What Resources? How to Link?

Every Action Plan should identify the following:

Evaluate

The people resources needed to succeed The time resources needed to succeed The money resources needed to succeed The physical resources (facilities, technology, etc.) needed to succeed Resource information is gathered by Objective Owners which is provided to the Budget Coordinators for each Business Unit. Resources identified for each Action Plan are used to establish the total cost of the Initiative. Cost-bundling of Initiatives at the Objective level is used by our Business Unit Budget Coordinators to create the Operating Plan Budget

Matt H. Evans, matt@exinfm.com

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Thanks for your participation!

Matt H. Evans, matt@exinfm.com

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