Leading for the future - Content for learning outcome

1. Understand the importance of the external environment to the organisation

1.1 Evaluate why these issues (1.3) are of strategic importance
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Explain the importance of analyzing the external environment
Analysing the macro-environment DEEPEST: Demographic; Epidemiological;
Ethical & Legal;
And issues of strategic importance
1.2

Identify key macro and micro environmental issues

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Analysing the micro-environment: Porters Five Forces framework (health sector
version)
1.3

Apply recognised environmental frameworks to given organisations

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new ways of providing services;
user involvement and empowerment;
possible transfer of responsibilities;
ability to develop and sustain enduring partnerships
1.4

Analyse the impact of external factors on organisational decision-making

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Positioning strategies: Porters Generic Strategies (1979) of cost leadership,
differentiation and focus adapted by Kaplan and Norton (2000)
2 Know how to identify current strengths and weaknesses of an organisation
2.1Evaluate an organisation's ability to meet stakeholder expectations now and
in the future
SWOT analysis
Resource analysis (adapted from Richardson: 1989):
managers and decision makers;personnel; organisation; systems; premises;
market; finance; image; contacts and linkages
2.2Analyse the implications these factors have for the strategic position of the
organisation

Needs analysis: appropriateness of services;

equity and accessibility of services;
evaluation of service effectiveness;
service improvement plans
and the development of new services
2.3Analyse the key internal and external factors impacting on an organisation
using SWOT analysis
Segmentation: geographic, demographic, life stage, lifestyle and social exclusion
Service audits i.e. `best value` reviews (Piggott: 2000)
3.Understand the importance of an organisation's key stakeholders
Identifying stakeholders
3.1 Analyse the power and influence of key stakeholder groups using stakeholder
concepts
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the stakeholder framework
Stakeholder mapping power, interest, influence,
urgency and legitimacy
3.2 Identify the information requirements of the organisation's key stakeholders
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Sources of Stakeholder Power (Morgan: 1986)
The Stakeholder Power Matrix (Winstanley et al., 1998)
3.3 Identify an organisation's key stakeholder groups
Salience of Stakeholder Claims (Agle et al., 1997)
Stakeholder analysis and understanding the role of information in power
relationships
4.Know how to develop an information strategy aligned with an organisations
corporate strategy
4.1 Assess the contribution of information management systems to improving
the efficiency and effectiveness of the organization
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IT and information strategies

The relevance and role of information (Lucey, 1991);

4.2
Understand the importance of the role of information in the delivery of health
and social care
Analyse relevant data sources (hard/soft, primary/secondary)
hard versus soft data; classifying data and information;
the qualities of good information and data collection
methods
The aims and functions of management information systems: input-processoutput model
Improving efficiency Fishbone Diagram
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5 Understand the importance of decision making techniques
5.1 Evaluate how effective decision-making enhances future performance
Adopting a planning culture: Four stage approach to planning: where are we now;
where do we want to go; how are we going to get there; when do we know we
have arrived?
The Public Sector Scorecard (Moullin: 2000)
Mission statement and SMART objectives
5.2 Analyse the role of decision-making techniques in an enterprise
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Assessing productivity: internal and external benchmarking;
best practice benchmarking
(inputsprocesses-outputs/feedback and feed-forward control).
5.3 Identify effective decision-making techniques which will enhance future
performance
Formulating a business/service plan: 12 key steps