Case Study
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Internal and External Environments that Affect Strategic Planning
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Saudi Vision 2030 details the long-term goals that the Kingdom of Saudi Arabia (KSA) hopes to achieve. These ambitious goals are well defined, extremely detailed, and impact all levels of society. Review the message from HRH Prince Mohammed Bin Salman Aziz Al-Saud about Saudi Arabia’s Vision for the future:
https://vision2030.gov.sa/en/vision/crown-message/
.
After reviewing the vision statement from HRH Prince Mohammed Bin Salman Aziz Al-Saud and other components of Vision 2030, select an organization of your choice, which is located in the KSA. Then, address the following:
- Critique the organization’s mission statement, values, and vision.
- Explain the alignment, or lack thereof, of the selected organization’s mission, values, and vision with Saudi Vision 2030.
- Address what improvements must be made to the organization’s mission statement, values, and vision to ensure further alignment with Vision 2030.
- Explain why all organizations located in the KSA must align their strategy with Vision 2030.
Your well-written paper should meet the following requirements:
- Be 4-6 pages in length, which does not include the title and reference pages, which are never a part of the content minimum requirements.
- Use APA style guidelines.
- Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles.
- Review the grading rubric to see how you will be graded for this assignment.
Required
Attached Chapter 3 Performance Management
Marius-costel, E. (2018).
The pragmatic nature of the relationship between identity, culture and business mission: An approach in the strategic management perspective
. Annals of ‘Constantin Brancusi’ University of Targu-Jiu. Economy Series, (1), 40-46.
Tajpour, M., Hosseini, E., & Moghaddm, A. (2018).
The effect of managers strategic thinking on opportunity exploitation
. Scholedge International Journal of Multidisciplinary & Allied Studies, 5(6), 68–81.
Yin, Y., Wang, Y., & Lu, Y. (2019).
Why firms adopt empowerment practices and how such practices affect firm performance? A transaction cost-exchange perspective
. Human Resource Management Review, 29(1), 111–124.
Chapter 3
Performance Management and Strategic Planning
Copyright © 2019 Chicago Business Press
3-1
Overview
Definition and Purposes of Strategic Planning
Linking Performance Management to the Strategic Plan
Strategic Planning Process
Critical Role of HR in Strategic Planning
Devising an environmental (i.e., SWOT) analysis
Produce state-of-the-science mission and vision statements, objectives, and strategies
Devise effective job descriptions
Building Support
3-2
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Strategic Planning: Definition
Process
Describe the organization’s destination
Assess barriers
Select approaches for moving forward
3-3
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Strategic Planning: Goal
Allocate resources to provide the organization with competitive advantage
Blueprint that defines how the organization will allocate its resources in pursuit of its most critical and important objectives
3-4
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Strategic Planning : Overview
Organizational Strategic Plan
Mission; Vision; Objectives; Strategies
Unit Strategic Plan
Mission; Vision; Objectives; Strategies
Job Descriptions
Tasks; Knowledge; Skills; Abilities
3-5
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Linking Performance Management and Strategic Plan
The Balanced Scorecard Approach
What are key elements of the balanced scorecard approach?
How can this approach create congruence between performance management and the strategic plan?
3-6
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Strategic Planning Process
Critical Role of the HR Function
Environmental (SWOT) Analysis
Mission
Vision
Objectives
Strategies
Job Descriptions
3-7
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Strategic Planning Process
Critical Role of the HR Function
Communicate knowledge of strategic plan
Outline knowledge, skills, and abilities (KSAs) needed for strategy implementation
Propose compensation systems
3-8
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Strategic Planning Process
Environmental Analysis
Identifies external and internal trends
To understand broad industry issues
Used to make decisions using “big picture” context
3-9
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Mission
A good mission statement answers:
Why does the organization exist?
What is the scope of the organization’s activities?
Who are the customers served?
What are the products or services offered?
3-10
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Mission Statement
Should Contain:
3-11
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Vision
Statement of future aspirations
Focuses attention on what is important
Provides context for evaluating
Opportunities
Threats
3-12
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A Good Vision Statement:
Eight Characteristics
3-13
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Objectives
What organization hopes to achieve in the medium- to long-range period
Next three to five years
3-14
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Objectives
More specific information regarding how mission will be implemented
Basis for making decisions by keeping outcomes in mind
Allows for comparison of what needs to be achieved versus what each unit, group, and individual is achieving
A source of motivation
Provides employees with a more tangible target for which to strive
3-15
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Strategies
Descriptions of game plans or how-to procedures to reach the stated objectives
Address issues of:
Growth
Survival
Turnaround
Stability
Innovation
Talent Acquisition
Leadership
3-16
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Strategic Plans at Unit Level
Every Unit mission statement, vision statement, goals, and strategies
Must clearly align with and be congruent with Organization’s mission statement, vision statement, goals, and strategies
3-17
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Job Descriptions
Need to be congruent with and support the organization and unit mission, vision, objectives, and strategies
Provides information about the various tasks performed, together with a description of some of the KSAs required for the position
3-18
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Building Support—
Answering “What’s in It for Me?”
For top management support:
Emphasize that PM helps carry out an organization’s vision
For support from all levels:
Clearly communicate nature and consequences of PM
Involve employees in the process of PM design and implementation
3-19
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Individual and Team Performance
Organization and Unit mission, vision, goals lead to
Performance management system, which:
Motivates employees
Aligns development plans with organization priorities
3-20
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What’s In It for Me (WIIFM)?
Answering the What’s in it For Me (WIIFM) question
How does answering this question build support for the performance management system?
What role does context play in crafting the message about performance management?
3-21
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Quick Review
Definition and Purposes of Strategic Planning
Linking Performance Management to the Strategic Plan
Critical Role of HR in Strategic Planning
Devising an environmental (i.e., SWOT) analysis
Produce state-of-the-science mission and vision statements, objectives, and strategies
Devise effective job descriptions
Building Support
3-22
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
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Copyright © 2019 Chicago Business Press
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