Reference no: EM13966574

Respond to discussion-

Globalization can be defined as the broadening and deepening linkages of nation economies to a worldwide market or goals, serves and capital (Ohiorhenuan, 1998). In other words, globalization represent the integration of the world economies driven primarily rapid transformation in the technological and information flow across countries. Globalization is a continuous process. For example information and technological innovation and globalization processes have a direct impact on both private and governmental institutions. The impact of globalization means therefore that corporate planners need to continuously revise short and long term strategic goals in order to effectively respond to the rapid changes.

Globalization phenomenon resulted in the reengineering of national policies in most African countries to respond to the resulting opportunities and threats. As a result strategic planning by institution must cope with the impact of globalization and be designed in a way that the total resources of institution are utilized for the achievement of quantified objectives within a specific period of time and with a long term vision.Bryson (2011) outlines the challenges and successes of an effective strategic planning in the three examples of MetroGIS, The Loft Literary Center and The Minneapolis Park and Recreational Board. In response to policies changes, institutions need to restructure internally, realigned business processes and improve technological positioning to achieve competitive advantage.
According to Taylor (1982), top management of the organisation is responsible for selecting the most appropriate strategies from alternative. Burnet etal. (1991) contends that long range planning is one of the most creative aspect of management and it is easy to see why it gives management such a tremendous advantage in competition.

Bryson (2004) notes that ‘Strategic planning is not any one thing but is instead an adaptable set of concepts, procedures, tools, and practices intended to help people and organizations figure out what they should be doing, how, and why'. This emphasizes the need for collaboration coordination and cooperation in the strategic planning process. A collaborated, coordinated and cooperative approach to strategic planning involve consultations internally and externally with key stakeholders that promote a participatory process. A collaborative approach also allows for implementation to realize the organisational mission, goals, strategies and continuous organisational learning that will create a ‘feed-forward and feedback loops between planning and implementation' (Crossan, White, and Lane 1999; Poister and Streib 1999).

The need for greater inclusive approach to strategic planning has been attributed to a number of factors including the fact multi-sectorial challenges require multi-organisational and cross-sector responses (Crosby and Bryson 2005), recognition that relevant expertise, perspectives, and local knowledge are distributed unevenly among many different kinds of people (Innes and Booher 2010),and recognition that large and diverse group of people can produce better judgements, coordination and collaboration than small groups(Ball 2005; Surowiecki 2004).

References-

Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (4th ed.). San Francisco, CA: Jossey-Bass.

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