2 workbooks

 

– Make 2 workbooks for all the two attached PPT( Planning Organization 3, Planning Organization 4). 

– Use the attached workbook example as a guidance. (to make it exactly like that). to get an idea how it should be done.

-Due date: due in 15 hours from now. 

Planning ORGANIZATION

Level 3

Agenda
What is organizational planning
Purpose of planning organization
Planning process
Organizational planning theory
Risk analysis
Recap
Questions

Delegates to go through the agenda
2

Definition
Organizational planning is the continuous process of systematically making plans, organizing the activities, and monitoring outcomes.
Systematic process to identify objectives, activities to achieve them, and strategies to monitor progress.
Implementing organizational plans to achieve the business goals is the ultimate necessity of planning.

Planning organization is a crucial step towards effective coordination for all systems in organizational setting
3

Why We Do Organizational Planning?
Establish clear organization’s mission and vision
Practice effective leadership and management
Build on organization’s strengths
Identify weaknesses and ineffective work processes
Maintain a balance between relationships, processes, and results
Respond to opportunities and emerging issues

The purpose of planning organization
4

Steps of Planning
Organizational planning is a systemic process, involving five steps.
Develop strategic goals
Translate strategic goals into a tactical plan
Establish operational plans
Implement execution strategy
Monitor and adjust progress

Planning process from initiation to completion.
5

Planning Activity

Delegates to participate in a mock-up planning activity
6

Develop a Strategic Plan
Identifying short-term and long-term goals
Align goals with organization’s visions and culture
Establish human resource plans and build strong teams

Planning organization involves the development of a strategic plan, encompassing organization’s values, culture, and mission.
7

Establish Tactical Plans
Ensure strategic plans align the SMART goal framework
Tactical plans must reflect the available resources and short-term goals

Tactical plans highlight the essence of SMART goals.
8

Create Operational Plans
Operational plans focus on practice-based activities and measures used to achieve tactical plans.
Employee training, recruitment, team development, resource availability assessment include operational planning.

Operational planning helps organization to
9

Execute Plans
Execute both operational and strategic plans based on priority and business objectives
Human resources play a major role in executing plans
Stronger teams and collaboration is an added advantage
Continuous risk analysis helps to identify alternative work processes

Execution of plans highlight the activities, resources, and project timelines.
10

Monitor Progress
Monitoring helps to assess the effectiveness of work processes and overall planning process.
Identify and implement new work processes to increase efficiency and productivity

Monitor progress to identify alternative to the effective work processes
11

Theory
Contingency Approach To Organizational Planning
Make decisions is contingent (dependent) upon the internal and external situations.
Planning should always envision new challenges and adopt new approaches to solve the emerging problems

Contingency organizational theory
12

Risk Analysis

Using a comprehensive root cause analysis to identify the ineffective systems
13

How Planning Organization Challenges Ineffective Work Processes
Planning helps to ensure the right inputs are present to facilitate desired output.
Focuses on equipment, procedure, people, and performance indicators

Organizational planning defines the who, how, which, and what, of work process.
14

Activity

Delegates to explore the relationship between work processes and planning, including actions, workflows, and systems.
15

How Planning Organization Offers Constructive Alternatives
Planning include listing the best approaches to achieve the set goals.
Failure of or effectiveness necessitates the selection of an alternative from the listed methods.
Planning is continuous and enables managers to learn new approaches and skills to perform specific activities.

Managers use different tools and strategies to identify alternatives
16

Delegates to explore the various ways to identify alternatives using contingency planning process
17

How Planning Organization Ensures Effectively Monitoring And Evaluating Progress
Set goals and targets are assessed on the basis of the progress outcomes
Each stage or process include specific milestones that can be measured and evaluated
Planning anticipates possible challenges
Risk analysis models help to evaluate the progress

Planning organization include effective monitoring and evaluating strategies to assess the progress of the organization in terms of goal achievement
18

Recap
Organizational planning has a massive effect on all team members involved, and some of those can be to your company’s benefit or to their detriment.
It is crucial to modify organizational plans to reflect the prevailing needs and changes.
Operational planning focuses on implementation of work processes.
Monitoring the progress of organizational planning ensures timely address to the identified challenges.

19

Questions
What are the implications of changing operational plans on the long-term business goals?
What other models or approaches can be applied to identify ineffective work processes?
What is the role of technology in addressing the planning challenges?

Delegates to ask questions regarding the presentation
20

Planning Organization

Level 4

Agenda
What is strategic planning?
Strategic planning process
Strategic frameworks
Theory
Recap
Questions
Close

What is Strategic Planning
Strategic planning is the process of documenting and establishing a direction of an organization.
Strategic planning assess where the current and future plans of the organization.
The strategic plan include the organization’s mission, vision, and values, long-term goals and the action plans necessary to achieve the goals.
Resource allocation is a key input in realizing a successful plan.

Definition of strategic planning as it applied to organizational planning
3

Elements of a Strategic Plan
Mission statement
Vision statement
Values
Business success factors
Situation analysis
Long-term objectives
Forecast

The components of strategic planning. The elements that constitute strategic planning include mission statement, vision statement, values, analysis, long-term objectives, and tactical iniation.
4

Steps of strategic Planning Process

Delegates to explore the five steps of strategic planning process in groups
5

Goal-setting
Set SMART goals
Align goals with organization’s values
Consider organization’s mission and vision
Highlight short-term goals
Forecast long-term goals
Focus on the resources

Strategic planning promotes SMART goals and evidence-based
6

Strategic Frameworks
Use SWOT analysis to identify strengths, weaknesses, opportunities, and threats.
SWOT analysis investigates both internal and external business environment
Use PEST analysis to assess political, economic, social, technology to assess the external environment.
Balanced scorecard accounts for objectives, measures, and iniatiatives.

Strategic frameworks helps to analyze the relevancy and viability of organizational plans
7

Strategy Formation
Process the SWOT analysis to identify priorities
Consider organizational goals
Assess departmental goals
Formulate a budget for short-term goals
Identify key performance indicators
Team goals

Strategy formation is building the actual strategic plan
8

How Planning Organization Develops Strategic Plans Considering Short-term Requirements
Short-term goals reflect the outcomes of plan formulation
Processing the SWOT analysis identifies the priority areas which translate to short-term goals
Team development and human resources define the short-term requirements of a strategic plan
SMART organizational goals are short-terms and inform the formulation of strategic planning

Short-term requires inform plan formulation stage and its outcomes
9

Strategic Planning Cycle

Delegates to explore strategic planning cycle
10

How Planning Organization Develops Strategic Plans Considering Long-term Direction
Organizational planning accommodate long-term goals as business strategy
Long-term plans are factored in after implementation of short-term business strategy
Builds on short-term strategic plan as the planning process has progressive steps
Competitive advantages and long-term objectives influence long-term strategic plans

Long-term goals relate with organization’s mission and vision
11

Theory
Henry Mintzberg’s ‘Five Ps for strategy
Views strategy as plan, play, pattern, position, and perspective.
Long-term goals and short-term goals are components of a business strategy

Henry Mintzberg’s ‘Five Ps for strategy encompasses both long-term and short-goals
12

Strategy Monitoring
Progressive reviews and feedback help to monitor the progress.
Monitoring and evaluating the progress using goal-based strategies.
Review and adapt the strategic plan to changing needs and dynamic environment
Make adjustments and initiate change based on feedback

Make adjustments. Initiate change based on feedback.
Encourage feedback from stakeholders to ensure effective strategy implementation
13

How Planning Organization Ensures Sufficient Resources Are Available To Achieve Set Objectives
The implementation stage of strategic planning ensures all employees have their roles and responsibilities clearly defined.
Managers set aside budget allocations that cater for the project from initiation to completion.
Goal-setting is influenced by available resources, meaning the set objectives reflect the financial, human, and other resources as necessary.

The planning process account for the available resources so meet the requirements for both short-term and long-term objectives.
14

Strategic resource allocation
Identify urgent needs and priority goals
Assess organizational culture and structure
Evaluate strategic requirements based on strategic planning
Allocate resource using requirement priority

Resource allocation as an input factor in strategic planning
15

Deciding on Resource Allocation
Focus on the urgency and prioity of achieving set objectives
Evaluate the need of resources for a given activity based on;
Why
Where
When
How
What, and
Who questions

Evaluate the why, where, when, how, what, and who of strategy implementation to identify the priority goals (short-term goals)
Allocate resources using the goal-priority index obtained during the ? Analysis.
16

How planning organization allocates quality time to provide adequate guidance and supervision
The organization’s vision is always a long-term objective that gives leaders enough time to acquire the right competencies and experiences
Experiences and competent leaders ensure successful guidance and supervision to achieve the set objectives

Leadership in Planning
The organization’s vision is always a long-term objective that gives leaders enough time to acquire competencies and experiences necessary for successful guidance and supervision.
Strategic leadership refers to a manager’s potential to express a strategic vision for the organization, or a part of the organization, and to motivate and persuade others to acquire that vision.

Prioritize competent leadership to guide the team to achieve the strategic goals.
Strategic leadership is also utilizing strategy in the management of employees to achieve some set goals.
18

Recap
Strategic planning is crucial for both short-term and long-term goals.
Short-terms goals necessitate prioritized resource allocation.
Both human resources and capital resources determine the ranking of organization’s goals.
Use strategic planning frameworks for both external and internal business environment

Recap the presentation and close the coaching session
19

Questions
How does emerging needs affect the strategic planning process?
What are the emerging trends in modern strategic planning?
What is more important between strategic plan and adequate resources?
Ways in which prioritized resource allocation affect long-term goals?

Delegates to ask questions and seek feedback
20

6 CORE/BEHAVIOUR COMPETENCIES

Planning and Organizing
Level 2

6 CORE/BEHAVIOUR COMPETENCIES

Content
Name Page
Planning and Organizing level 2 1
Training objectives and personal objectives 4
What is a planning 5
Planning analysis 6
SWOT Key points 7
SWOT Analysis applying 8
Four Questions for Strategic planning 9
Goal Setting 11
Tactics/Implementation 14
Formulate your Business Plan 19
BEFORE WRITING THE BUSINESS PLAN 20
WRITING THE BUSINESS PLAN 23
BUSINESS PLAN “THE CONTENT’ 25
Action plan 26
Developing Individual Action Plans 27

6 CORE/BEHAVIOUR COMPETENCIES

Course Overview
Learning Objectives:
At the end of this Program, you will be able to:
Know what a planning and organizing is.
Understand the importance of strategic planning.
What the benefits are to any business for having an effective business plan.
Know how to write a plan.
Understanding the importance planning and organizing in business.
Understanding the process of business planning.
Personal Objectives:
Please write down your own objectives to this module:
——————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————-

6 CORE/BEHAVIOUR COMPETENCIES

What is a planning and organizing?
Planning is focused on business target intermediate goals required to reach the results.
They may cover the development employee’s abilities, daily, weekly or monthly tasks, a new service, a new IT system, a restructuring of finance, the refurbishing of a store or a restructuring of the organization.

Give your understanding of what this term means through discussion and interaction amongst the class members
——————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————-

6 CORE/BEHAVIOUR COMPETENCIES

Planning Analysis – SWOT Analysis
SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. SWOT Analysis is used for understanding your Strengths and Weaknesses and for looking at the Opportunities and Threats you face. In a business sense, it can help you carve out your niche in the market and can help your business grow in the right way. In a team sense, it is used for identifying a team’s strengths and weaknesses, and for areas of growth and potential problems that lie ahead. It can even be used in a personal sense to develop your career. It is a good idea to perform a SWOT analysis of your team at pre-defined points in time. These points depend on the type of team and how often it meets. For example, a team responsible for publishing a daily company newsletter may want to do a SWOT analysis as often as every two weeks. If the team was responsible for publishing a quarterly newsletter, however, the analysis would probably only be necessary once or twice a year. As well, a SWOT analysis of the company can also help direct the team and make it more productive.
Helpful to achieving the objectives
Harmful to achieving the objectives
Strengths
Weaknesses
Opportunities
Threats
Internal Origin
External Origin

6 CORE/BEHAVIOUR COMPETENCIES

Key Points
SWOT Analysis is a simple but useful framework for analysing your organization’s strengths, weaknesses, opportunities, and threats.
It helps you to build on what you do well, to address what you’re lacking, to minimize risks, and to take the greatest possible advantage of chances for success.
It can be used to kick off strategy formulation informally, or in a more sophisticated way as a serious strategy tool. You can also use it to get an understanding of your competitors, which can give you the insights you need to craft a coherent and successful competitive position.
When carrying out your analysis, be realistic and rigorous. Apply it at the right level, and supplement it with other option-generation tools where appropriate.

Example:

Strengths
What do you so well?
What unique secures can we already use?
What the other see our strengths? Weaknesses
What could we improve?
Where do we have secures than others?
What are others likely to see as weaknesses?
We are working as team and respond quickly
We ready to give good customer service
—
— We have staff with low skills
Some product need improve knowledge about it
—
—
Opportunities
What opportunities are open to us?
What trends could take to advantage of?
How can we turn out strengths to opportunities? threats
What threats could harm us?
What are our competitions doing?
What threats do our weaknesses expose to us?
Our brand will expanded faster
Costumer will knowing out stores
—
— Decries our profits
Bad reputation
—
—

6 CORE/BEHAVIOUR COMPETENCIES

Analysis applying:
As the Sales manager for a Store, area brand, mall (type your choice), you were asked to assist in increasing your section productivity and performance by formulating and implementing effective section behavior strategies. analysis what strategies you will adopt to increase your sections performance (e.g. improve/change the section culture, increasing job satisfaction, eliminating discrimination, successfully managing abilities diversity, motivate employees etc.

6 CORE/BEHAVIOUR COMPETENCIES

Writing Your Points Down:
 
 
Strengths  
 
 

 
 
Weaknesses  
 
 
 
 
 
Opportunities  
 
 
 

 
 
Threats  
 
 
 

6 CORE/BEHAVIOUR COMPETENCIES

—–
Four Questions that Guide Strategic Choices
WHAT CAN
WE DO?
(Strengths and
weaknesses)
WHAT MIGHT
WE DO?
(external opportunities
and threats)
WHAT DO WE
WANT TO DO?
(organizational and
individual values)
STRATEGY
WHAT DO OTHERS
EXPECT US TO DO?
(stakeholder
expectancies)
The Strategic plan before writing you have to answer these four questions that will directed and guide your plan.
What can we do?( as per out Strengths and weaknesses).
What might we do? (Opportunities and threats).
WHAT DO WE WANT TO DO? (Organizational and individual values)
What do others expected us to do? (Stakeholders Expectancies)

6 CORE/BEHAVIOUR COMPETENCIES

The Strategic plan before writing you have to answer these four questions that will direct your plan.
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-
———————————————————————————————————————————-

6 CORE/BEHAVIOUR COMPETENCIES

Goal Setting: Goal Setting Theory

Edwin Locke’s goal-setting theory proposed that intentions to work toward a goal are a major source of work motivation. Goals tell an employee what needs to be done and how much effort is needed. Evidence strongly suggests that specific goals increase performance, and that difficult goals, when accepted, result in higher performance than do easy goals. Also, people will do better when they get feedback on how well they are progressing toward their goals. Self-generated feedback is more powerful a motivator than externally generated feedback.
—————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————

6 CORE/BEHAVIOUR COMPETENCIES

Goal Setting:

Smart Goal Setting
Specific:
Set a goal that is specific enough to be accomplishes
Your goal must answer questions like WHO, WHAT, WHERE, WHEN, and WHY.
Measurable:
How can you measure progress and how if you succeeded?
Achievable:
Are you capable of achieving this goal
Realistic:
how dose the goal is aligned with your objectives? Is it worthwhile? and is it the right time?
Why am I setting this goal? And describe how you will know when your goal has been met.
Within the availability of resources, knowledge and time
Time related:
What is the deadline and is it realistic?
How long will this goal take to be completed?

6 CORE/BEHAVIOUR COMPETENCIES

Click to edit Master title style
Click to edit Master text styles
Second level
Third level
Fourth level
Fifth level
7/3/20
‹#›

Notes :
6 CORE/BEHAVIOUR COMPETENCIES

Select your goal than fill the table according SMART goal:
Improve staff performance, achieve a monthly target, improve your management skills, UPT increasing, replace your car, buy new house, study, travel, safari journey….. etc

Description Steps
  Specific
  Measurable
  Achievable
  Realistic
  Time related

6 CORE/BEHAVIOUR COMPETENCIES

Tactics/Implementation:
When needs are analysed and goals are set and action plans have been developed, the second step calls for implementation—carrying out the plan and regularly assessing its progress.
Such questions need to be considered while implementing an action plan. If the plan is failing, a midcourse correction may be in order – changing the plan, the way it’s carried out, or even the goal itself.
Finally, after monitoring progress toward the goal, the third step may be instituted: evaluation—assessing goal attainment. Were the organization’s goals reached? If so, what new goals should be set to further improve things? If not, what new plans can be initiated to help meet the goals? Because the process of goal assessment determines the selection of new goals.
Is the plan working?
Are the goals being approximated?
Are there any problems being encountered in attempting to meet the goals?

6 CORE/BEHAVIOUR COMPETENCIES

Draw 4 lines that connect the 9 boxes without removing your pen or without writing over a previous line
Let us think out of the box

6 CORE/BEHAVIOUR COMPETENCIES

RACI Chart:
What is a RACI chart?
A RACI chart is a simple matrix used to assign roles and responsibilities for each task, or decision on a plan. By clearly mapping out which roles are involved in each project task and at which level, you can eliminate confusion and answer the age-old project question, Who’s doing what?

RACI definitions
Responsible: This team member does the work to complete the task. Every task needs at least one Responsible party, but it’s okay to assign more.
Accountable: This person delegates work and is the last one to review the task or deliverable before it’s deemed complete. On some tasks, the Responsible party may also serve as the Accountable one. Just be sure you only have one Accountable person assigned to each task or deliverable.
Consulted: Every deliverable is strengthened by review and consultation from more than one team member. Consulted parties are typically the people who provide input based on either how it will impact their future project work or their domain of expertise on the deliverable itself.
Informed: These team members simply need to be kept in the loop on plan progress, rather than roped into the details of every deliverable.

6 CORE/BEHAVIOUR COMPETENCIES

Example: Select your Goal, than use RACI Model to implement the plan:
New store opening/ Stock Transfer/ Store VM/ Store Closing etc.…..

 Tasks Area Manager Store Manager Mall Manager Sales M Sales W Cashier Cleaner
Task1 R/C A I/C  A A A A
             
             
             
             
             
             

6 CORE/BEHAVIOUR COMPETENCIES

Tactics/Implementation
————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————-
—————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————-

6 CORE/BEHAVIOUR COMPETENCIES

Formulate your Business Plan:

Formulate your Business Plan Donald N. Sull, associate professor of management practice at the London Business School, in an article in the MIT Sloan Management Review, offers some practical suggestions on managing inevitable risks while pursuing opportunities. Here is a summary of his suggestions on how to formulate your business plan:
Tips on formulating the business plan:
Be flexible early in the process and keep it fluid, don’t commit too early.
Expect your first plan to be provisional and subject to revision.
Do you have experience or expertise gives you the right to an opinion?
Identify your potential deal killers: fatal variables
Clearly identify what you see as the key drivers of success.
Raise money only in sufficient amount to finance the experiment, with a cushion for contingencies.
Delay hiring key managers until you initially have a stable business model
Test and refine your business model before expanding your operations.

6 CORE/BEHAVIOUR COMPETENCIES

Before Writing The Business Plan:
Before writing a business plan, thorough planning must be done on various issues. This kind of planning will determine the direction that the business plan will follow. Keep the following in mind when planning the preparation of the business plan:
Identify the type of business: It is important that you know exactly what type of business and the service you will render. Will the business be in retail, wholesale, services, manufacturing or in project management.
Problem statement: Successful businesses share a common attribute: They do something useful for their customers. One way to determine what is useful for your customers is to identify and describe the problem that your business will solve.
Business description: Your business description should explain exactly what you will provide for the customer as well as what you’ll exclude. Each of the choices you make in your business description will affect the amount of money you’ll need to start or expand and how much sales revenue you can expect.

6 CORE/BEHAVIOUR COMPETENCIES

To present your business accurately and fairly, you can consider asking the following questions to determine whether you are on the right track:
General Business Questions
 
1.What problem do I solve for my customers?

2. Who is my typical (target) customer?

3. How will I communicate with my target customer?

What products and/or services will I provide? Are there any products or services my customers may expect me to provide that I don’t plan to provide?

5. Where will my business be located?

6. Where will I buy the products I need?

6 CORE/BEHAVIOUR COMPETENCIES

7. What hours will I operate?

 
8.Who will work for me and how will they be paid?

 
9.Who will handle critical tasks like selling, ordering, bookkeeping, marketing and shipping?
 
 
10.How will I advertise and promote my business?

 
 
11.What are the competition’s strengths and weaknesses?

6 CORE/BEHAVIOUR COMPETENCIES

Writing The Business Plan:

The Do’s and Don’ts of Writing a Business Plan.

DO…
Prepare a complete plan
Do research
Present your plan in an attractive way
Get attractive advice
Spell out Strategies
Spell out Strengths and Weaknesses
Cash-Flow projections
Modify the plans frequently

6 CORE/BEHAVIOUR COMPETENCIES

Don’ts…
Be optimistic (on the high side) in
estimating future sales.
Be optimistic (on the low side) in estimating future costs.
Disregard or discount weaknesses in your plan. Spell them out.
Stress long-term projections. Better to focus on projections for your first year.
Depend entirely on the uniqueness of your business or the success of an invention.
Project yourself as someone you’re not. Be brutally realistic.
Be everything to everybody. Highly focused specialists usually do best.
Proceed without adequate financial and accounting knowhow.
Base your business plan on a wonderful concept. Test it first.
Skip the step of preparing a business plan before starting.
Name any more factors that you should keep in mind before
and during the process of writing a business plan:

6 CORE/BEHAVIOUR COMPETENCIES

Click to edit Master title style
Click to edit Master text styles
Second level
Third level
Fourth level
Fifth level
7/3/20
‹#›

Notes :
6 CORE/BEHAVIOUR COMPETENCIES

Writing The Business Plan:
“THE CONTENT”
To be able to write a complete business plan, one has to follow a certain order to compile all the information needed. In the template provided, the order in which the topics, that needs to be explained, are clearly set out. These topics should contain the most important information needed for anybody to understand the potential of a business.

6 CORE/BEHAVIOUR COMPETENCIES

Content of a Business Plan:
1. Executive Summary:
Explain the fundamentals of the proposed business: What will your product be? Who will your customers be? Who are the owners? What do you think the future holds for your business? Make it enthusiastic, professional, complete, and concise.
2. General Company Description:
What business will you be in? What will you do?
Mission Statement
Company goals and objectives
Business Philosophy: What is important to you in business?
To whom will you targeted in the plan your (products, Performance, Services, Etc.….?
Describe your most important company strengths and core competencies.
What factors will make the company succeed?
 
3. Products and Services:
Describe in depth your products or services. What factors will give you competitive advantages or disadvantages? Examples include level of quality or unique or proprietary features.
4. Marketing plan:
Market research: When doing market research, one must clearly understand why this is done. Does the market need a service/product you will be marketing? How will you do this market research? Who will you use to do this market research? Which resources will you use to do this market research?

6 CORE/BEHAVIOUR COMPETENCIES

5. Operation Action plan

Action to be taken Date this Team member(s) responsible for action Date this action will begin action will be completed Date for team review
         
         
         
         

6 CORE/BEHAVIOUR COMPETENCIES

Developing Individual Action Plans:

I know where I’m starting from. I know I am already good at these things, and I can do them more often:———————————————————————————————————————————————————————————————————————————————————————————————————–
I can learn this, I am learning this, and I am doing what I can at this stage as well. I have already learned: —————————————————————————————————————————————————————————————————————————————————————————————————–
I will start with small steps, especially in areas that are difficult for me. My short –term goals for improvement are:————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————
I promise to congratulate and reward myself every time I do something, no matter how small, to maintain and improve my skills. My rewards will be: ————————————————————————————————————————————————————————————————————————————————————————————————————————–
I’m setting myself up for success by choosing long-range goals to work for gradually. My long-term goals for success are as follows: —————————————————————————
—————————————————————————-
—————————————————————————-
—————————————————————————-

6 CORE/BEHAVIOUR COMPETENCIES

Why Some Organizations Fail
Too much emphasis on short-term financial performance
Failing to take advantage of strengths and opportunities
Neglecting operations strategy
Failing to recognize competitive threats
Too much emphasis in product and service design and not enough on improvement
Neglecting investments in capital and human resources
Failing to establish good internal communications
Failing to consider customer wants and needs

6 CORE/BEHAVIOUR COMPETENCIES

Click to edit Master title style
Click to edit Master text styles
Second level
Third level
Fourth level
Fifth level
7/3/20
‹#›

Notes :
6 CORE/BEHAVIOUR COMPETENCIES

03/07/2020
‹#›