The Balanced Scorecard describes strategy implementation as considering organisation resources in relation to its environment and then implementing in order to add value.
The Balanced Scorecard describes strategy implementation as considering organisation resources in relation to its environment and then implementing in order to add value.
This ensures the organisation’s vision and mission are easily communicated and understood by all. Critical Success Factors (CSFs) and associated Key Performance Indicators (KPIs) must be identified before strategy implementation in order for effective systems thinking to take place.
Systems Thinking examines the links and interactions between components in an organisation in order for effective and beneficial strategy implementation to take place.
Moreover, systems thinking must be supported by an effective and efficient Quality Management System (QMS).
Learning Outcomes:
After completing our Strategy Implementation short course you will be able to:
Distinguish between prescriptive and emergent strategy
Understand the Balanced Scorecard perspectives
Differentiate between the Balanced Scorecard and its “Strategy Map” form
Understand the four processes for managing strategy.
Distinguish between Critical Success Factors (CSFs) and Key Performance Indicators (KPIs).
Understand Systems Thinking fully
Motivate the importance of values, beliefs and guiding principles in formulating the organisation’s strategic vision and mission
Utilise the Balanced Scorecard for understanding the organisation’s vision and mission; prioritising resource allocation and projects; facilitating organisational improvement; and tracking organisational benefits
List the strategic organisational benefits that can be derived by applying management through projects and programmes
Define a learning organisation
Identify the needs of “new economy” organisations
Describe the process that organisations use to build their learning capabilities.
Discuss the role of leadership in creating a learning organisation
Motivate the importance of creating a learning organisation
Explain the five principles of a strategy-focused organisation proposed by Kaplan and Norton
Understand that the task of executive leadership is to institutionalise the knowledge-based learning organisation
Explain the importance of Systems Thinking (measure, appraise, review) in organisational improvement and performance enhancement
Discuss the role of TQM philosophy in creating the Value System
Motivate the importance of the Value System in formulating the organisation’s strategic Vision and Mission
Explain the role of the Strategy Map form of the balanced scorecard.
Understand how a Quality Management System (QMS) facilitates continuous organisational improvement and organisational performance enhancement
Demonstrate how QMS components, viz, the value system; strategy map; behavioural, structural and operational strategy dimensions; value chain enablers and results (EFQM model); KPIs and CSFs; and PDCA cycle combine to improve performance
Cranefield College is a registered Private Higher Education Institution. We have a qualification to meet your education requirement and experience.
The vision of Cranefield College is to provide private tertiary education of the highest quality both in Africa and internationally, equipping students with practical knowledge and skills that they can immediately apply to facilitate further learning and to maximise their productivity in their work contexts.
In line with the above vision, Cranefield’s mission is to improve the quality of all its learning programmes and services on a continuous basis so as to meet students’ (and, where applicable, their employers’) evolving needs and to add maximum economic and social value to society as a whole.
The major components of Cranefield’s mission are accordingly threefold:
Creating, maintaining and delivering continuously improved job-relevant courses and programmes that are at the cutting edge of integrative development in the relevant fields of practice.
Providing excellent and holistically sustainable customer service.
Progressively fulfilling economic and social responsibility by adding value to society through top-quality higher education.
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This course is accredited by the Services Seta and material covers unit standards 15219 and 115407 at NQF level 5 worth 12 credits.
The course also emphasizes the importance of local and international procurement, an efficient supply line to production, legal aspects of purchasing and the development of negotiation skills.
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