SPSC E-08

• to be both
•   effective (doing the right things)
•   efficient (doing things right). 

the potential for success

that the right decision will be made

• structure 
• technology
• people.

monitor the extent to which goals have been achieved and ensure that the organization is moving in the direction suggested by the plans.

§  Controls- The mechanisms used to monitor the organization’s performance relative to its goals and plans.

the process of outlining the activities that are necessary to achieve goals of the organization.

• desired future states (the organization is not there yet)
• specify future ends
• plans specify today’s means.

 a blueprint for action that prescribes the activities necessary for the organization to realize its goals.

•     Challenging but realistic
•     Defined Time Period
•     Linked to Rewards 

Does this happen in the public sector?- yes

The goals set should be motivating but not beyond the organizations reach.

Goals should always specify the time period over which they will be achieved.

The ultimate impact of goals depends on the extent to which salary increases or promotions and rewards are achieved.

Specific and Measurable- Goals should be expressed in clear, precise, or quantifiable terms.

Cover key result areas- Managers should identify a few key result areas that contribute most to company performance.

Setting goals in any size business starts with top management.

The planning process begins with a mission statement

 broadly describes the organization’s basic business scope and operations that distinguish it from similar organizations—ITS REASON FOR EXISTENCE.

• Compels police managers to review the current status of the department.
• Draws attention to needed resources.
• Serves as a broad agreement between police, local government and the community.

• Clientele
• Desired types of activities
• Department values, aspirations, and reason for being
• Product quality
• Location of facilities
• Attitude toward employees

everyone knows the purpose of the Department.

• Better Coordination
• Focus on Forward Thinking
• Participatory Work Environment
• More Effective Control Systems.

• Strategic Planning
• Operational Planning

To move the organization from where it is…to where it wants to be.

• Corporate Strategic Planning
• Business Strategic Planning
• Functional StrategicPlanning

Outlines the tactical activities that must occur to support the ongoing operations of the organization through Operational Plans.

• Deals with organizational issues or problems that recur frequently.
• They ensure consistency of handling over time.
• They can also limit employee’s flexibility.

What other names are they known by?-SOP

• Policies
• Procedure
• Rules

• Developed to address a specific organizational situation that typically does not recur.
• Like what?____
• Budgets
• Single use plans typically also include programs and projects.

govern a relatively comprehensive set of activities to accomplish a particular set of goals.

direct the efforts of individuals or work units toward the achievement of specific, well-defined objectives.

• Provides a method for developing personalized plans that guide the activities of individual members of the organization.
• Focuses on the tasks to be completed by the individual member at that level.
• Managers and members jointly establish a set of goals as the foundation for the member’s work plan

Mutual agreement between employee and supervisor creates the strongestcommitment (buy-in/Stake holder) to achieving objectives, and ultimately, theset of goals.

• It is performance measurement process throughout the organization that aligns individual goals with the organization’s strategic goals.
• Employees can ensure that their individual action plans and goals are consistent with the overall direction of the organization.

strategic goals and plans that may extend as far as five years into the future.

operational goals for specific (sub-units) and individuals and has a time horizon of one year or less.

Start with a Strong Mission – serves to increase employee commitment and motivation as well as providing a guide for planning and decision making.

• Core competence
• Synergy
• The Strategy
• Formulation process

a business activity that an organization does particularly well in comparison to competitors.

the condition that exists when the organization’s parts interact to produce a joint effect that is greater than the sum of the parts acting alone.

The planning and decision making that leads to the establishment of the organization’s goals and the development of a specific strategic plan.

 (Strengths-Weaknesses-Opportunities-Threats)

a SWOT analysis

are positive internal characteristics that anorganization can exploit to achieve its goals

are internal characteristics that may restrict organizational performance. 

external characteristics that have the potential to help the organization achieve or exceed the strategic goals.

external characteristics that may prevent the organizationfrom achieving its goals.

Some organizations are taking decentralized planning even farther and involving workers at every level of the organization in the planning process

UNIVERSALLY KNOWN AS THE FIRST STEP IN THE STRATEGIC PLANNING PROCESS.

• Consistency of actions
• Clarification of directives and mandates
• Establishment and clarification of priorities
• Enhancement of police training
• Enhancement of community relations

• Policy – a broad statement of the agency’s guiding principle.
• Procedure – a guide line for carrying out agency activities.
• Rules -a set of specific guidelines to which all employees must adhere.
• Policies - focus on goals and plans. -They must provide ambiguity to allow administrators to utilize their judgment.

• General order
• Special order
• Memorandum/notice

It is a method, tool or vehicle which communicates policies, procedures, and rules. 

• Reduces misinterpretation and misunderstanding.
• Serves as a reference when a procedure or application of a rule is in doubt.
• Allows for accountability.

Hold a department strictly accountable to the community for justifiable noncompliance

a statement of the agency’s philosophy of policing (usually the mission statement), from which goals andobjectives are derived

• Purpose
• Policy
• Definitions
• Procedures

• Judgmental - The word “may”
• Discouraging - The words “should” or“should not”
• Restrictive - The terms “shall” or“shall not” or “will” or “will not”

consider whether the policies are adequate.

training & education in some form

• Philosophy
• Goals and objectives
• Fundamental rules of conduct

 the participation of the individuals who ultimately must live with the policy.

input from a wide range of staff as well as from professionals and citizens outside the agency.

• Internally imposed sources ( influences within the department itself which effect administrative action.)
• Externally imposed sources (influences from unions, government, courts, and the community.)