introduction
There
is no doubt that the process of change and development in administrative
organizations is an important factor in influencing the efficiency of the
organization's employees and the efficiency of the organization as a whole, so
that it is often observed that if the productivity of some organizations
decreases, the change in organizational programs and strategic plans will often
result from the assumption that the process of change Will increase the
productivity of the organization.
Leadership
has an effective role in raising productivity in the organization and in staff.
Change (the organization's ability to modify and develop action programs to
carry out specific objectives) and the impact of the organization towards
others in order to achieve a specific goal of managers in the organization by
heads of organizations or staff of the organization based on strategic plans
for organizational development. It is therefore preferable that the methods of
change and organizational development be able to achieve the mission, mission
and vision that the organization seeks to reach and which can overcome the
administrative and financial crises through it through conscious management to
achieve continuous improvement and development.
objectives
• Recognize the importance of planning and its effective role in
the development of institutions
• Identify the reasons for the failure of the
planning process
• Training on the Pfeiffer Strategic Planning
Model
• Recognize the Balanced Scorecard method and
its essential elements
• Training on the practical steps to build a
performance card
• Training on how to identify different
indicators
• Identify the success factors of a balanced
card
targeted groups
• Heads of departments and members of the boards
•
Executives
•
General Managers and their deputies and their assistants
•
Staff in the field of strategic planning
•
Staff in support of senior management
•
Managers of different departments
•
Heads of groups and teams
scientific
content
Introductions to
strategic planning
• Responsibility of
senior management of the institution
• Responsible for
department managers
• Obstacles and reasons
for failure of strategic plans
Strategic Planning
model Pfeiffer
·
Planning for planning.
·
Review values
·
Strategic vision and mission
·
work fields
·
Strategic business units
·
Key Performance Indicators
·
Gap analysis
·
Implementation of the plan
·
Integration of operational planning
Balanced Scorecard
• The modern concept of performance (from words to results)
•
Four dimensions of the performance card
1.
Financial dimension
2.
Internal processes
3.
Learning, growth and creativity
4.
Client
Steps
to build a balanced performance card
•
Preparation of programs and initiatives
•
Define standards and performance
•
Prepare the strategic map
•
Define strategic features
•
Preparation of strategic means
•
Prepare strategic objectives