Strategic Implementation

o Key Result Areaso Objectiveso Goalso Measurement o Progress Review o Performance Evaluation o Rewards

• Key Result Areas (from the strategic plan) - Areas of performance essential to the organization's success

• Objectives (from the strategic plan) - Broad statements of what needs to be achieved in each Key Result Area

• Goals (from the strategic plan) - Specific, measurable, time-dated performance targets to be achieved. Each objective will have one or more goals.

• Measurement - Profit measurement, Monetary measurement, Non-Monetary measurement

• Progress Review - Information about how effectively the organization, department, or individual is performing relative to a goal.

• Performance Evaluation - Systematic evaluation at the end of the planning period of performance against goals. Typically serves as the basis for future goal setting.

• Rewards - Extrinsic, Intrinsic, and Psychic.

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STRATEGY MOTIVATION IMPLEMENTATION PROJECT REPORT IMPLEMENTATION

Definition and Implementation of strategic goals

Acceptance Data compilation(completion instructions, directives, handbook, Help data base, etc.

Resource Management(IT , Personnel)Project Management

Process Analysis and Configuration

Basic Conditions( legal and corporate)

Implementation and Training(Machinery and Peripherals)

Success InspectionPersonnel & Framework rehabilitation

Motivation for usage Testing and , Adaptation, Integration in all relevant communication systems

Appointment ObservationImprovements ImplementationProject MarketingProject Completion

STRATEGY TO OPERATIONAL PLATFORM

an organizational plan should begin with goal-setting and investment projections. From there, the organization makes the proper adjustments to their current financial budget to achieve a more particular innovative and successful working standard in the future.

LONG TERM PLANIt involves a window planning of five years of longer with a broader set of guidelines and preparation

MEDIUM TERM

SHORT TERM PLAN

“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which a role is responsible. A typical role targets three to five KRA. KRAs are also known as key work outputs

(KWOs).

KRA

KRA• The employee is given certain responsibilities

which will be his/her key result areas. Example - If I have given responsibility of induction then the end to end process of induction will be my Key Result Area. If I am doing any other work which is not assigned to me but I am willing to do it, then it will not be counted in my KRA's.

Most roles include 3 to 5 key result areas. If individuals are accountable for more than this, they may be overloaded, or they may not be delegating effectively.

Key result areas are worded using as few terms as possible with no verbs (i.e., these are about results, not action) and no direction/measurement (e.g., words such as "good," "increased" or "decreased"). They simply describe the areas for which one is responsible for results.

PROCESSIndividuals undertake the following steps

to determine the KRAs for their roles:1. They list their main day-to-day

responsibilities/activities.2. For each activity, they ask “Why do I do

this?”3. They review the answers to their “why”

questions, looking for common themes or areas.

4. They identify their KRAs from these themes.

5. They share their KRAs, preferably with those they report to, those they work along with, and those who report to them.

Make value-added decisions. VALUE

DESCRIPTION Key result areas (KRAs)

capture about 80% of a work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organization). For example, “image of the organization”

IMPLEMENTATIONIndividuals who identify their KRAs

typically:· Work with those they report to,

those they work along with, and those who report to them to identify their KRAs so all on a team have clarity regarding outputs.

· Develop specific goals and objectives, and plans to reach them.

· Take control of their time/work management strategies.

PERFORMANCE MANAGEMENTAn organization's Performance

Management System is a set of mechanisms (both processes and techniques) designed to increase the probability that people will behave in ways that lead to the attainment of the organization's objectives. The development of the Performance Management System is a complex task that requires the effective design and linking together of the sub-systems shown in the diagram below:

1. SHAPE – (School Heads Advancement for Professional Excellence)This Project aims to retool/reorient school heads/managers and gain more awareness on their managerial instructional, supervisory, administrative, evaluative, human relations and leadership functions.2. CREST – (Course in Reading and Speech for Teachers)This course for teachers of beginning reading shall consist of six modules namely:

•Speech communication;•Children’s Literature;•Grading and Evaluation techniques for Language Teachers;•Content-Based Teaching;•Development Reading; and•Practicum in Teaching

Our Programs and Projects

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3. APEX – (Applied Academics for Professional Excellence)This is a contextual approach in teaching and learning focused on students’

academic, technical and employability skills through science and math funded by local school board of 8 municipalities in Leyte, Tacloban City and Ormoc City.

4. Project-ABC (Advancing Brilliance in Character)This is guided by humanistic framework of the DepEd’s Values Education

Program maintaining that at the core of development is the dignity of the human person as the subject and object of all initiatives. It also maintains the human person’s seven dimensions and puts in the realated core values that are adhered to most significantly by the people of Region VIII.

5. Project CRÈME – (Comprehensive Reading Education for Mastery and Excellence)

This is a 6-year

Our Programs and Projects

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Project/ActivityDate Project/Activity Venue

October 3-7, 2011

Organization of Division Research Team for Multigrade (MG)

Division Offices (DOs)

Western Samar 

Organization of TERM (Towards Education Rights of Mangyans) Curriculum Writers

San Jose, Occidental Mindoro

Gathering of Existing Materials for Blended Practices (BP)

DepEd Central Office

DepEd Complex, Pasig City

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EXPECTED• Suppose, if the IT Manager

(Training) is suppose to conduct the Training Programs, which could not be carried since funds for training which were supposed to be arranged by IT Manager(Finance) could not be arranged. Now, you can see this failure will reflect in the KRA of IT. Manager (Finance), Manager (Finance), CFO, IT Manager (Training), Manager (Training), and CPO, COO, and CEO.

• Key Result areas- The measure of employees main result positives

happy & satisfiedAnother example, consider a server

in a restaurant. “Customer satisfaction” is not a key work output—everyone in the restaurant contributes to that aim. However, “customer rapport” is a key work output of the server. Whether or not the food is good, on time, or hot, the server is expected to develop rapport with customers. Other key work outputs might include “paid bills” and “delivered food & beverages.

AN EFFECTIVE IMPLEMENTATION PROCESS

SUCCESS RATES

Adapted from “Strategic Management”, Alex Miller (2009)

Organizations successful at strategy implementation effectively manage

six key supporting factors:

1. Action Planning 2. Organization Structure 3. Human Resources 4. The Annual Business Plan 5. Monitoring and Control 6. Linkage.

Bill Birnbaum, CMC (2000-2009)

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"If you don't set your goals based upon your Mission

Statement, you may be climbing the ladder of success only to

realize, when you get to the top, you're on the WRONG

BUILDING."-- Stephen Covey, 7 Habits of

Highly Effective People

References:Strategic Thinking Book, Bill Burnbaum, CMC (2000-2009)www.life-role Development Group-2011Strategic Management-Third Edition(2008), Alex MillerStrategy, Execution, Innovation(2008)- Vijay Govindarajan and

Chris Tremblewww.gov.ph/k-12