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Strategic Management to Achieve Goals

Jul 13, 2008
At its very basic, strategic management involves the ability to efficiently achieve predetermined goals.

Appropriate goal setting

First of all, it involves the setting of appropriate goals. Many managers overlook the necessity of seeing to it that goals are reasonable and achievable. Now, in some instances, overshooting goals or being too ambitious in your targets is not that crucial.

However, for management that is the directing force behind a business plan that works to maximize numbers of people and expensive materials and equipment, proper goals are essential.

The reason goals have to be achievable is because they provide the periodic psychological rewards for the people in seeing that the work that they do is actually achieving the desired results. Nothing can work to dishearten an individual more than endlessly working at something that is not yielding good results. Add to that the constant pressure of always having to meet a deadline or a time period that is just around the corner can drain and exhaust even the most hardworking of individuals.

On the other hand, if you provide tasks within a specific time goal that is realistic, you have the reward of being able to check off tasks on that master plan, while at the same time recognizing the successful completion of work stages for the organization as a whole.

Developing predictive ability

One of the best ways to maximize strategic planning is by predicting how internal and external forces might operate or interact in the future.

This type of forecasting really involves the ability to foresee trends. Thus you are able to identify potential opportunities for growth, as well as identify potential difficulties ahead.

By being able to identify and reasonably foresee these two areas, you can prepare sufficiently to explore those possibilities when they arise. You are also better able to manage risky or difficult times ahead simply by being better prepared to cope with such difficulties.

Good communication and networking

One area in which to focus on is good communication - both internal and external.

Good internal communication involves clear and unambiguous communication. Thus, instructions to be followed must leave no room for doubt, expectations must be clear and rules and regulations must be well-known.

Many times, you will find that most people actually appreciate the clarity in your communications with them. Misunderstandings can be the root cause of greater disagreements and conflicts later on. And they can be avoided by the simple expedient of being clear and mindful in how you communicate with people.

This also works in your external relations outside of the group. Should a customer place an order, make sure you have gotten it right and that there is no room for misunderstanding either in the terms or in the warranties. Should another organization look towards dealing or negotiating with you, good and clear communication can pave the way for a more fruitful relationship and networking connection in the future.

Following through and adapting accordingly

Constantly check back with that original plan you worked so hard at formulating. And if you see areas where you might be lagging behind, do the appropriate follow-through.

And you also have to remember that strategic management should never be seen in a vacuum. As circumstances and social factors change, the appropriate adjustments in your plans and policies should be made accordingly. This can help ensure steady growth and the ability to adapt to changing circumstances.
About the Author
Benedict Smythe recommends PDL Courses for training in most professional skills including assertiveness skills and Supervisory Management skills
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