Strategic Goal Setting Research Articles

Significance of strategic planning for results of sport organization

The article focuses on the application of strategic planning activities in a sport organization. Firstly, strategic planning activities are distinguished and their signi fi cance for organizations analyzed. The following activities are emphasized – setting of strategic goals, analysis, and prognostication, the choice of strategy and its implementation, as well as the feedback. The research deals individually with the issue of management participation in the strategic planning activities and raises the question of their documentation. The signi fi cance of strategic planning activities can be identi fi ed through the achieved strategic results, i.e. innovativeness and development. The article presents an empiric research with Kaunas city sport clubs as its participants. Though the analysis showed that strategic planning activities are itemized, the process of their analysis should include distinguishing the main activities that would cover other more detailed ones. Strategy results re fl ected in service innovativeness, network, client scope, and workplace development, could be signi fi ed as an individual strategic planning element showing the signi fi cance of planning activities. When researching the strategic planning and management aspects of sport organizations, it was discovered that the importance of strategic activities for the results of these organizations is statistically signi fi cant. Sport organizations are oriented towards all strategic management activities and are striving to create results directed to development. The following strategic activity aspects are appropriately evaluated – organizations give suf fi cient attention to the process of strategic management, its formalization and documentation and innovative results are achieved. The insuf fi cient understanding of connection between goal setting and strategic planning and management activities carried out in an organization could be distinguished as a negative aspect.

SOARing Into Strategic Planning: Engaging Nurses to Achieve Significant Outcomes.

In 2013, a new system chief nursing officer engaged the nursing leaders and staff in an Appreciative Inquiry process utilizing strengths, opportunities, aspirations, and results (SOAR), and a Journey of Excellence to assess and understand the current environment. The ultimate goal was to engage all nurses in strategic planning and goal setting to connect their patient care to the system strategic initiatives. This work led to the creation of a nursing vision, a revised professional practice model and greater council alignment, resulting in significant positive change and ongoing advancement throughout the system. The shared decision-making structure was key to the process with a direct connection of each council's goals, leading to the successful achievement of 34 of the 36 goals in 2 years. This article outlines the process, tools, and staff engagement strategies used to achieve system-wide success. This methodology has improved the outcomes across the organization in both small and system-wide work groups. This work can easily be replicated and adapted to help disparate staffs brought together through mergers or acquisitions to become aligned as a new team. This process, model, and framework, provides structure and results in significant outcomes that recognizes and celebrates the work of individual entities while aligning future strategies and goals.

Balance Impossible? Between Customizability and Comparability of Employee Satisfaction Surveys

Abstract In a significant share of cases, when multi-objective management systems (e.g. Balanced Scorecard, Quantum Performance Measurement) are in use, the goal of employee satisfaction is part of the set of strategic goals. Quite frequently, this goal is flanked by an indicator, mostly a so-called employee satisfaction index, which is frequently derived from an employee satisfaction survey (ESS). On one hand such a survey has to reflect the characteristics and structure of the enterprises, on the other hand it is known that the question for intercompany-comparison turns up immediately after the disclosure of the results. The paper discusses the results of a meta-analysis of ESS in seven of the larger forest enterprises in Germany. The main topics are underlined and the problems of comparability of customized ESS are shown, while focusing on both wording and scales used for their measurement. A methodological approach of dealing with various scales is discussed based on the results of inter- and intra-company ESS. A vision of a common ESS framework is outlined.

A Surgical Business Composite Score for Army Medicine.

Measuring surgical business performance for Army military treatment facilities is currently done through 6 business metrics developed by the Army Medical Command (MEDCOM) Surgical Services Service Line (3SL). Development of a composite score for business performance has the potential to simplify and synthesize measurement, improving focus for strategic goal setting and implementation. However, several considerations, ranging from data availability to submetric selection, must be addressed to ensure the score is accurate and representative. This article presents the methodology used in the composite score's creation and presents a metric based on return on investment and a measure of cases recaptured from private networks.

Underground Development as Part of the Strategy for Sustainable Spatial Development of the City of Moscow

Analyses the situation and distortions of spatial development of the city of Moscow, associated with the development of urban underground space (UUS) and the possible negative effects that adversely affect sustainable development of the capital. Considering comprehensively and systematically the process of territorial development and planning in the context of generally entitled to demands foundations and trends in the development of legislation, it is for the first time concluded that the cause of this backlog and the negatives are embedded in the inefficiency of public administration in this area at a very early stage. In many ways, the problem is caused by a lack of political attitudes in parts of a complex balanced development of UUS and strategic goal setting for spatial planning, particularly at the federal level and accordingly in the city of Moscow. There's been considered preconditions and directions of including the necessary provisions in specific federal normative legal acts projects and strategic planning, as well as in the draft strategy for socio-economic development of the city of Moscow on the basis of the principle of the development of the UUS as integrated geo-resource. Also it is proposed to prepare a comprehensive roadmap of innovative urban development UUS Russian cities with the inclusion of the section relating to the city of Moscow. The realization of the proposals will allow considering the development of the UUS as integral and equal element of strategies for sustainable spatial development of the country and the city of Moscow, and underground urban planning as an effective instrument for the implementation of these strategies.

Valtionavustukset kulttuuripolitiikan ohjausvälineinä – huomioita opetus- ja kulttuuriministeriölle tehdystä pika-analyysistä

The text draws upon an assignment carried out by the Foundation for Cultural Policy Research (Cupore) for the Finnish Ministry of Education and Culture. The task was to map out the system of discretionary grants in cultural policy to point out weaknesses in strategic goal setting and attainment. The commission was motivated by the pressure to demonstrate effectiveness within the framework of the state management and steering system. The mapping was focused on grants that the Ministry allocates under the rubric ‘arts and culture’. This concerns some 50 different grant forms, amounting to EUR 55 million in 2013. The Cupore research team looked into details in the grant allocation practices, e.g., formulations of grant targets in the calls for application and wordings on the application forms. We also made an e-mail questionnaire on the presenting officers. It was concluded that discretionary grants in culture make up rather an incoherent and heterogeneous system. Some grant forms derive from the 19th century, prior to any cultural policy proper, while others are the product of recent targeted programmes. The strategy for cultural policy launched by the Ministry in 2009 was reflected only in places in the grant system. It was moreover noted that the goals of cultural policy were not entirely clear to provide basis for assessment of effectiveness. The policy sector emerged in many respects as a silo resisting alignment with renewed state management and steering methods. Several suggestions were made to the Ministry to control effectiveness, e.g., improved communication of grant policy goals, target guidance schemes with major grant recipients and co-ordination of grants as part of the cultural policy tools system.

What the obesity prevention field can learn from the gay marriage movement.

What the obesity prevention field can learn from the gay marriage movement.

HUD Strategic Plan 2014-2018

This document presents the U.S. Department of Housing and Urban Development’s (HUD’s) Strategic Plan for fiscal years (FY) 2014 through 2018. HUD was created as a cabinet-level agency in 1965. Its mission is to create strong, sustainable, inclusive communities and quality, affordable homes for all. To provide a framework for the delivery of HUD’s mission and vision, the Strategic Plan outlines a set of strategic goals, objectives, and performance measures. Simply put, this plan serves as a guide for what the Department will achieve, how we will achieve it, and how we will measure our success.Over the past 4 years, HUD has aimed to engage new local and federal partners, adjust our policies and programs to better serve the American people, address common problems across a broader metropolitan geography, and transform the way we do business. HUD has been committed to doing its part in preventing foreclosures, enhancing access to affordable housing, and revitalizing distressed communities. To build on this progress, this Strategic Plan 2014-2018 lays out priorities and goals to accelerate the gains already made.

Role of sports in the development of an individual and role of psychology in sports.

Sports helps an individual much more than in the physical aspects alone. It builds character, teaches and develops strategic thinking, analytical thinking, leadership skills, goal setting and risk taking, just to name a few.

NCATS advisory council recommends strategies to strengthen CTSA program.

NCATS advisory council recommends strategies to strengthen CTSA program.

STRATEGIC PLANNING OF INNOVATION GOAL-SETTING IN DEVELOPMENT OF URBAN AREAS

This research focuses on the development of the goal setting concept in the strategic urban development and the identification of innovative priorities for sustainable development of urban areas, acting as catalysts for reforming of municipalities’ management. The purpose of this research is to establish an effective system of milestones of innovative development of urban areas in the process of strategic urban development. Methodological basis of the research is the complex of abstract and hypothetical and logical tools, as well as the axiomatic analysis of the problems and prospects of innovative development of urban areas. The research results include the study of terminological apparatus of urban innovations, formation of the main directions of innovation policy implementation in the process of urban development of urban areas, the development of a fundamental algorithm of strategic goal setting in the innovative development of urban areas. The scope of application of the research results is a system of planning of social and economic development of municipalities, as well as comprehensive programs of financing and investment support of social projects of the urban environment development. The main conclusion of this research is the statements of need for innovative orientation of plans for social and economic planning of the urban environment, revealing the negative effects of the inertial urban design, characteristic of most Russian cities, inattention to which can lead to a social and economic damage and even to a social, ecological and economic degradation of territories.

Koncepce rozpočetnictví v nestabilním tržním prostředí

Cílem koncepce "Beyond Budgeting" je rozpoznat vzájemnou propojenost celého procesu řízení, navrhnout model řízení podniku v nestabilním tržním prostředí, konkretizovat jeho principy a pravidla řízení, nástroje fungování. Beyond Budgeting je modelem řízení, který zdůrazňuje strategické stanovení cílů, klouzavé plánování, řízení výkonnosti založené nejen na hodnotových, ale i naturálních ukazatelích, na jejich relativním hodnocení. Rozpočty jsou chápány jako východisko pro zdokonalení celého procesu řízení. Ztotožnění rozpočtu s vlastním systémem řízení umožňuje vyvolat zájem řídicích pracovníků o rozpočet a snadno porozumět propojení rozpočtu s celým systémem řízení, tzn. porozumět zastřešující funkci rozpočtu.

Knowledge economy and the impact of autonomy on innovation in progressive companies

The main object is to discuss how the knowledge economy, as a concept and discipline, can open new possibilities for innovation around business development, strategy, management and leadership. Two questions are raised: 1. What is the innovative impact of knowledge economy on budgeting in companies? 2. What can we learn from co-workers’ experiences in the Norwegian oil company Statoil when it comes to autonomy in strategic goal setting and innovation? Teamwork and leadership based on principles in Beyond Budgeting appear to mitigate or eradicate some of the role conflicts between employer and employee. Statoil has introduced new principles of corporate management where the traditional budget is replaced with strategy focused policy documents prepared by the employees in team, supported by periodical economical prognoses. According to Statoil, by involving an entire organization in processes related to strategy and resource allocation, knowledge is applied innovatively.

System of Balanced Scorecard and its Impelementation in Management of Norwegian Air Force and other Military Organizations

The system of Balanced Scorecard is one of the most successful modern tools of strategic management at present. Being a strategic, management and planning system, the main aim of the BSC is to help the top management of companies, firms, corporations and organizations to implement a set of strategic goals. At the same time, the BSC represents a system which actively and effectively influences the behaviour of all managers and employees, respectively. Also, it is considered to be a proven tool for delivering a better communication strategy in companies, firms, corporations and organizations. Although the BSC is used predominantly in private companies, firms, or corporations, it has also been successfully employed by public agencies and organizations, both governmental and non-governmental. In this paper the author aims to explain to readers what constitutes a successful implementation of the BSC in military organizations and to demonstrate its positive transformative impact on selected forces and the ministry of defence.

Lessons Learned from Implementation of a Perinatal Documentation System

Implementation of an electronic medical record (EMR) system is a complex process with broad implications. In a Midwestern hospital perinatal setting, EMR implementation involved several critical steps: strategic planning and project goal setting; project structure and governance; system requirements analysis; vendor selection and contract negotiation; and EMR training. No difference in patient care activities and communications among clinicians was found between pre- and post-EMR implementation; however, nurses' perceptions of EMR were more negative afterward. Lessons learned and implications are provided.

Finale Ökosystemleistungen als Wohlfahrtsindikatoren | Final ecosystem services as welfare indicators

Existing environmental indicators focus primarily on the environmental impact of the economy and society. On the other hand, welfare measurement is largely restricted to the contribution that consumer goods make to our prosperity. The purpose of new environmental indicators is to show the contribution to national welfare made by ecosystem services that complement economic reporting and serve as an additional basis for national environmental and resource policies. Within the scope of a feasibility study, a new concept for the identification of “final” ecosystem services – ecosystem services that generate a direct effect on the population's welfare – was tested. The concept involves the listing and operationalisation of relevant final ecosystem services and the benefits they generate for the population in an inventory. The indicators developed in this way were tested for their validity, comprehensibility, usability, feasibility and compatibility. It showed that while they permit statements to be formulated on the effect on welfare made by ecosystem services, their validity for other issues associated with ecosystem services is restricted. Their contribution for environmental policies thus lies, in particular, in problem recognition and the setting of strategic goals. While the concept proves to be feasible, the demarcation of the individual services as well as their implementation based on already available data is challenging. On the basis of this analysis, work is currently taking place on an initial inventory of final ecosystem services for Switzerland.

Research of the interrelations between actors and strategic goals in decision making

management, although there are many chiseled methodologies plenty of professional literature. The problem is more complex in strategic planning of regional communities – societies – of different range. These societies are very diverse, and accordingly the strategic goal setting can, and has to be very different than the strategic goal setting of enterprises.The group of methods for morphologic and structural analysis and the computer based MACTOR program could be used.The output data are presented in a large number of matrixes, vectors, graphs and histogram’s, which describe very fair the possible scenarios for preparation and decision making aboutstrategic plans.

Chapter 4: A policy process and tools for international non-governmental organizations in the health sector using ISPRM as a case in point

The politics of international non-governmental organizations (NGOs) such as the International Society of Physical and Rehabilitation Medicine (ISPRM) serve the function of selecting and attaining particular socially valued goals. The selection and attainment of goals as the primary function of political action can be structured along a policy process or cycle comprising the stages of strategic goal setting and planning of strategic pathways, agenda setting, resource mobilization, implementation, evaluation and innovation. At the various stages of this policy process different policy tools or instruments, which can be used to influence citizen and organizational behaviour in the light of defined goals, can be applied. The objective of this paper is to introduce and describe policy tools of potential relevance to ISPRM with regard to different policy functions and stages of the policy process.

Multi‐perspective strategic goal setting, performance reporting and organisational performance

PurposeThis paper's aim is to study multi‐perspective strategic goal setting and performance reporting systems and investigate: if the strength of the alignment of the goals and performance measures is associated with organisational performance and if performance reporting emphasis (PRE) is associated with performance.Design/methodology/approachStructured interviews with CEOs of 50 Australian companies with sales greater than $100 million per annum were conducted.FindingsThe research identified 11 dimensions of PRE and 13 dimensions of organisational performance. The strength of the alignment of the strategic goals and the performance reporting measures was positively associated with organisational performance. PRE was positively associated with organisational performance. The alignment finding was the stronger of the two.Originality/valueThe research identified several dimensions of performance reporting that organisations might consider using in their performance reporting systems. The findings suggest organisations should closely align their strategic goals with their performance reporting measures. Further, if an organisation wishes to achieve high performance on a particular dimension, it should be given some emphasis in their performance reporting system.

Faster, Better, Cheaper in the Context of Systems Engineering

:This article compares the Faster, Better, Cheaper approach for National Aeronautics and Space Administration (NASA) programs to what are generally considered traditional systems engineering practices. A description of these approaches is followed by a direct comparison of the two methodologies. The comparison shows that projects using the Faster, Better, Cheaper method do not deviate greatly from traditional systems engineering principles, but instead constitute a focusing of missions toward a new set of strategic goals for NASA. Future work in this area is also discussed.