An organizations survival in a dynamic economy is determined by the types of goals and objectives that it has set. It is not sufficient to have logical and rational approaches; effective organizational leadership that undertakes careful planning is the icing on the cake as it will differentiate between a successful execution of strategy and a failed one. Focus-driven executives spend quality time planning and deliberating on the best plans to maximize on profits while concurrently guaranteeing the business relevance in a competitive environment (Mumford, 2012). Understandably, it is paramount to discuss the significance of hatching plans to realize organizational goals.
Prominence of Developing Plans
According to Mumford (2012), plans drive alignment within an organization. When people are in sync, it is possible to reach organizational goals since each understands the direction that the company is headed. Inherently, individuals put all their efforts in the areas that are paramount to the strategic success. A laconically laid out plan works to concentrate the focus of people to a particular initiative hence abstaining from any distractions. Individuals activities are aligned with the organizations priorities; they understand the activities that should be accomplished urgently and those that can be dealt with later. These actions culminate into the efficacious achievement of goals.
Types of Planning
These are the basic conceptual structures for lower-level planning even though the leading management develops them. Strategic plans are drawn up with the entire organization in mind since they are rooted in the organizations mission (Sinofsky & Iansiti, 2010). Strategic plans are visionary since they project a companys short-term and long-term visions. Importantly, the top level management is responsible for laying out strategic plans, and it is their obligation to animate and inspire workers to share in their vision. Strategic planning is useful under the circumstances such as the need to build a new team concentrating on a mutual vision or if the company is not achieving the expected results. Leaders who intend to make a mark in an organization often employ strategic planning to bond individuals into a mighty team. Strategic planning ensures that the team communicates the same message down the organization. Since business is dynamic, a company may experience losses and stiff competition from its rivals. When the external factors are evolving, a team ought to develop with it hence the need for strategic planning. The leadership of an organization needs to sensitize its team to act and think differently according to the conditions.
These edify the relevance of strategic plans by oversetting them into definite plans that are germane to a prominent area of the organization (Breyfogle, 2008). Tactical planning concentrates on the lower-level departments and oversees their responsibilities and functionalities in fulfilling their part of the strategic plan. Notably, tactical plans are more thorough that strategic plans since they are territory-specific. Tactical planning is especially handy when things need to be done on a daily basis. For instance, if part of a business strategic plan is to increase productivity, tactical planning may involve testing new processes and take calculated actions that will shorten the amount of time for production.
Summarily, organizations need a roadmap to get to a specified destination. Leaders should make certain that all employees are on board by communicating the strategic and tactical plans. While strategic plans lay the groundwork, tactic plans set the wheels of an organization in motion. People involved in a business operation should understand the leaderships expectations and the leaders should provide the necessary tools to facilitate the achievement of organizational goals. When visionary leadership is blended with proper planning, a business will undoubtedly thrive.
Breyfogle, F. W. (2008). Integrated enterprise excellence: A leaders' guide for going beyond lean six sigma and the balanced scorecard. Austin, Tex: Bridgeway Books.
Mumford, M. D. (2012). Handbook of organizational creativity. London: Elsevier/Academic Press.
Sinofsky, S., & Iansiti, M. (2010). One strategy: Organization, planning, and decision making. Hoboken, N.J: Wiley.
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