1. FORMULATING STRATEGY APAMSA Leadership Development Module

2. Formulating Strategy  Establish a plan or strategy to accomplish major goals or objectives  Planning may involve: budget management allocation of resources scheduling of events provision of services assignment of responsibility Task-Oriented Behaviors Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)

3. Task-Oriented Behaviors  Formulating Strategy Varied strategies may be used to address different activities (e.g., cost-limitations vs. service quality vs. public demand) Identify one long-term goal your organization has in the Asian Pacific Islander community and briefly describe a strategy to accomplish this objective Leadership Challenge (7)

4. Formulating Strategy  Long-term goals  Strengths and weaknesses  Identify competencies  Need for change  Promising strategies  Outcome Analysis  Involve others Guidelines For Formulating Strategy Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)

5. Formulating Strategy  Establish long-term goals and priorities based on the mission and vision of the organization  Strategies are developed in order to accomplish these goals through effective team activities Long-Term Goals Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)

6. Formulating Strategy  Strategic planning revolves around application of strengths and development or compensation for weakness  Periodically analyze team performance to assess progress or setbacks for each activity Strengths & Weaknesses Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)

7. Formulating Strategy  Recognize the knowledge base and skill sets of team members, and build upon it  Engage in activities that utilize these strengths  Improve team function through educational workshops and after-activity reviews Identify Competencies Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)

8. Formulating Strategy  Interpret activity outcomes and team performance to assess need for change  Consider if a new strategy or approach is needed to improve work activities  Strategies may only need a small adjustment to allow higher performance Need For Change Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)

9. Formulating Strategy  If a change is needed, evaluate and compare a range of possible strategies  Reassess your team goals and priorities to guide your selection of the new strategy  Team goals and priorities can also be changed to target more favorable activities Promising Strategies Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)

10. Formulating Strategy  Determine likely outcomes of a strategy  What are the anticipated benefits and costs for each activity?  What do you expect to change following the implementation of a new strategy? Outcome Analysis Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)

11. Formulating Strategy  Brilliant decisions are often the concoction of several minds  Develop and discuss multiple strategic plans with other team members  Reach a consensus or majority vote to determine the best strategy to implement Involve Others Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 376-380)

12. Task-Oriented Behaviors  Formulating Strategy Varied strategies may be used to address different activities (e.g., cost-limitations vs. service quality vs. public demand) Utilize the Guidelines for Formulating Strategy to develop an effective plan to accomplish important objectives for the organization Summary

13. Task-Oriented Behaviors  Formulating A Vision Our next module discusses guidelines to develop a vision that elicits commitment to change Next Topic…

14. Task-Oriented Behaviors  G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 376-380  Free Management Library www.managementhelp.org/ldrship/ldrship.htm Sources