INTRODUCTION
Tactical planning is a methodical approach and scheduling of the short-term events required in achieving the objectives of strategic planning. These planning comprise what is to be completed, in what mandate, using which devices and workforces. You may use a number of ideas and involve different departments and people in this effort to achieve the project.
In addition, include in your scheduling a picture of internal and external certainties that will influence your plan. Then there is a need to expertise an action plan to take gain of opportunities discovered.
Tactical Planning Process include identifying the courses of action you will need to achieve those strategic objectives. Strategic planning relates to issues applicable
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Evaluation and accountability will occur within the larger organization, and the team goals decided upon earlier will be the basis for this evaluation.
Structure + process = outcome
Outcomes can be short-term or long-term. There is increasing interest among programs to conduct retroactive valuations that look at outcomes that continue or develop over time. Outcomes were organized according to the focus of desired change.
Increased demand for and focus on evaluating outcomes and impact. Focusing on short-term outcomes. Short-term outcomes are much more regularly evaluated than long-term effects because they may be taken at the conclusion of the program when most evaluations are conducted.
Other details included that evaluation did not rise to the top of the list of program priorities, and people lacked knowledge about how to evaluate influence effectively. It is not unusual for individually focused leadership programs to ask participants what effect their learning has had for the organization where they work. Very few leadership programs in the scan group assessed organizational capacity as a measure of leadership efficiency. For most programs, organizational outcomes are secondary. Likewise, organizational capacity-building plans do not often focus on leadership. These plans may bid a chance for generating knowledge about the role of leadership in building and sustaining
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Identify the strengths and weaknesses to cultivate on weaknesses and avoid overusing strengths. Creating a Life Mission Statement providing insights about your motivation to lead and guide your development efforts in a direction congruent with your long-term goals.
Mastering Core Skills that you have not yet mastered (e.g. giving feedback, delegating, leading meetings, or hiring/firing). Find resources for learning to give feedback, delegate, lead meetings, or hire/fire employees. Identify Exemplars to learn from, e.g. a famous leader and an effective leader you have worked with and identify the characteristics admired and cultivate within.
Read a biography or watch a movie about a famous leader you admire.
Find a Mentor if you already have a potential mentor in mind or reach out to a more senior officer who you think would be a good fit for you If there is chemistry between the two of you at that initial meeting, ask if they would be willing to mentor you while you work through this Leadership Development Action
The strategic plan is planned those who influence resources and understand how a set of tactics work together, it is identifying and setting a vision. On the other hand tactical planning utilizes the resources to achieve the goals and support the vision. Those doing this type of planning face having to plan the usage of limited resources into actions to achieve a set of goals. I don’t think the two can really be separated, but rather they go hand in hand (Owyang).
The way a leader is defined and remembered is not only through his actions and accolades, his followers and the leaders he developed also go into a leader’s legacy. Much like a legendary football coach, whose coaching tree goes on to do great things, I desire to join an organization that not only assist in my development as a leader, but also facilitate in the development of others as well. How could I contribute to the development of leaders? My largest contribution will come from my experience of being the United States military, where I was not only trained how to become an efficient leader, I was also taught on how to facilitate the growth and development of others leaders as well. I am able to accurately assess and evaluate strengths and weaknesses of an individual and assist in the development of a plan of action to address these areas. One of my personal beliefs is that vast knowledge is useless unless it is passed down to someone. With that being said I take every opportunity possible to share any knowledge that has helped me along the way.
It takes a long time to become an effective and respected leader but can evaporate very quickly with one misstep. It needs to be nurtured and cultivated every day. My personal leadership style is to observe and correct. As a junior member, one of my Chief told me, “I don’t care how long it takes you to do a job as long as you do it right the first time because if it is wrong you will be the one fixing it.” That resonated with me because it allowed me to take risks and learn from my mistakes making me a better technician. I firmly believe one of the best learning tools is failure. His statement let me know it was all right to fail but if you do you will be learning from it. Identifying weaknesses within my leadership abilities and striving to correct them will result in being consistently looked upon a leader within our
Evaluation and review should be an ongoing process of learning, embedding a process of continual improvement and development. The key to evaluating is knowing what we are measuring. We cannot monitor and evaluate the team’s progress towards agreed objectives without clear advance planning of what we want to do and how it will be achieve. Effective strategic and operational planning, incorporating clear measurable objectives, is therefore an important
My earliest memories of when I found out that I wanted to be a leader was when I began working at Duke Cardiology of Raleigh. I watched all of the leaders around me and the employees. I began noticing and viewing things about employees that needed to be critiqued. I even noticed positive and negative attributes that were present in management and
Program evaluation is a skill that requires for skilled people to conduct an evaluation that is credible. My reason for taking this class was to gain the basic understanding of the program evaluation. As I became involved in the readings and class assignments I discovered a profound level of respect for this application. I uncovered that evaluations should dedicate thoughtfulness to all stakeholders who are invested in the program and affected by its evaluation. This process allows a full range of people and groups to take part in the evaluation; this is also a way to identify and develop the needs of stakeholders. Evaluation should be integrated throughout the preliminary phases of program development. A preliminary phase of the evaluation process is to define the program in-depth detail. This collective endeavor can generate a mutual understanding of the program and the evaluation process. In the environment in which I work this is an unknown process, program evaluation happens at the end of the year. In most cases, most programs are unsuccessful because of the fact of having unrealistic goals and outcomes. Evaluations can be formative and summative. Formative evaluations are conducted in the development and implementation phase of the program. This process can be beneficial because it provides with information on how to best attain the goals or make changes to the program. Summative evaluations happen when the programs are well instituted and inform on to what degree the program is attaining its outcomes and goals (Patton, 1987).
Process evaluations focus on what a policy is actually doing and are oriented toward issues such as compliance (assessing whether a policy or program meet the laws and regulations that authorize and govern its operation) and auditing (assessing whether a target population is receiving the resources or services mandated by the policy or program). (Smith and Larimer:2009) In contrast to a process evaluation, outcome evaluation seeks to measure and assess what a policy has actually achieved. (Smith and Larimer:2009)
My leadership philosophy has been shaped by several factors, the first of which is the knowledge of self. I am a firm believer that until you know yourself first, you are not able to meet your fullest potential as a leader. The greatest relationships exist when each person knows first themselves and what they bring to the table, impacting all leader/follower relationships. The leader approaches the relationship confidently, knowing that the leader and follower can mutually benefit from their interaction. One of the most important things that I have done in terms of my personal development is to identify my core values.
There are a myriad of publications available to assist with leadership issues. Most consistently refer to the specialized skills and traits needed to be an effective leader. Choosing a leader with these specialized skills is only part of the challenge facing organizations today. Providing effective training for new and existing leaders is becoming increasingly important. Such training should include recommendations on how to plan for and address real-world scenarios as well as examples of situations that may occur in order to strengthen comprehension. Leadership training should be viewed as a process, not a one-time event. Training leaders on how to plan and deal with obstacles, as well as how to motivate and inspire employees is critical to organizational success. Leadership should be a focus at all levels of the company whether it would be individual, departmental, or organizational. The key to successful leadership is to create a sense of belonging by getting all parties involved.
Introduction The function of this paper is to critique the book titled “Practical Program Evaluation” by Gerald Andrews Emison. The book has a total of six chapters. The topics include program evaluations and its purpose, the landscape of program evaluation and the importance of the process, the need to understand the client and the interest of the client, knowing the content which concerns the analysis process, control of the work aiding in time management, communication with clarity and personal and professional success. Information concerning the thesis, methods, evidence of thesis support, contribution to the literature and recommendations is discussed.
Strategic Planning is looking at where you are now, knowing where you want to be in the future and planning the steps to get you there.
Planning can be used to help the organization map out a way to efficiently achieve their goals. The beginning of the planning process should include analyzing of the current situation. From this information the company can determine the goals and start to outline the steps that need to be taken to ensure that the goal will be met. Other planning activities that should be completed are determining the company’s objectives and were they want to be in the future. This will help them to choose their business objectives and strategies. In addition, the company should look at the resources that they have available and determine if they are sufficient to achieve the organizations goals.
Strategic planning is the continuous and systematic process of guiding members of an organization to make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success will be achieved.
Strategic planning is an organizational process in which it looks towards developing and sustaining success or balance in its ever changing environment.
It concentrates in two areas; process and coverage, measuring what is done by the programme. It is through process evaluation that the programme planners can see if the service or network of services served the intended clients, eg in a health programme revisit the beneficiary demographic and clinical characteristics. The proportion of those who completed treatment and the characteristics of defaulters. The actual process or activities carried out eg how long has the clients waited and how were they managed. The programme should be assessed whether it serve clients it was intended to serve, the contact period each client received and what percentage of the clients completed the programme. The evaluation will give a clear picture as to whether there was a positive change or impact, which enable programme planners and implementers to improve and maintain the good work. Most importantly, the programme should have clear objectives from which monitoring should base.