seminar on strategic management

8/9/2019 seminar on Strategic management

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A

PROJECT REPORT

ON

CONCEPT OF STRATEGY

IN PARTIAL FULFILLMENT OF THE DEGREE OF

MASTERS OF BUSINESS ADMINISTRATION

(M.B.A.)

BY

2009-2010


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STRATEGY

A strategy is a plan of action designed to achieve a particular goal. The

word strategy has military connotations, because it derives from the Greek

word for general.

Strategy is different from tactics. In military terms, tactics is concerned with

the conduct of an engagement while strategy is concerned with how different

engagements are linked. In other words, how a battle is fought is a matter of

tactics: the terms that it is fought on and whether it should be fought at all is

a matter of strategy.

Strategic or institutional management is the conduct of drafting,

implementing and evaluating cross-functional decisions that will enable an

organization to achieve its long-term objectives. It is the process of

specifying the organization's mission, vision and objectives, developing

policies and plans, often in terms of projects and programs, which are

designed to achieve these objectives, and then allocating resources to

implement the policies and plans, projects and programs.

Strategic management is a level of managerial activity under setting goals

and over Tactics. Strategic management provides overall direction to the

enterprise and is closely related to the field ofOrganization Studies. In thefield of business administration it is useful to talk about "strategic

alignment" between the organization and its environment or "strategic

consistency".
http://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Tactic_(method)http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Mission_statementhttp://en.wikipedia.org/wiki/Visionhttp://en.wikipedia.org/wiki/Tactic_(method)http://en.wikipedia.org/wiki/Organization_Studieshttp://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Tactic_(method)http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Mission_statementhttp://en.wikipedia.org/wiki/Visionhttp://en.wikipedia.org/wiki/Tactic_(method)http://en.wikipedia.org/wiki/Organization_Studies


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Strategy formulation

Strategic formulation is a combination of three main processes which are as

follows:

Performing a situation analysis, self-evaluation and competitor

analysis: both internal and external; both micro-environmental and

macro-environmental.

Concurrent with this assessment, objectives are set. These objectives

should be parallel to a timeline; some are in the short-term and others

on the long-term. This involves crafting vision statements (long term

view of a possible future), mission statements (the role that the

organization gives itself in society), overall corporate objectives (both

financial and strategic), strategic business unit objectives (both

financial and strategic), and tactical objectives.

These objectives should, in the light of the situation analysis, suggest

a strategic plan. The plan provides the details of how to achieve these

objectives.

Strategy implementation

Allocation and management of sufficient resources (financial,

personnel, operational support, time, technology support)

Establishing a chain of command or some alternative structure (such

as cross functional teams)

Assigning responsibility of specific tasks or processes to specific

individuals or groups

It also involves managing the process. This includes monitoring

results, comparing to benchmarks and best practices, evaluating the


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efficacy and efficiency of the process, controlling for variances, and

making adjustments to the process as necessary.

When implementing specific programs, this involves acquiring the

requisite resources, developing the process, training, process testing,

documentation, and integration with (and/or conversion from) legacy

processes.

Strategy evaluation

Measuring the effectiveness of the organizational strategy, it's extremely

important to conduct a SWOT analysis to figure out the strengths,

weaknesses, opportunities and threats (both internal and external) of the

entity in question.

The strategy hierarchy

In most (large) corporations there are several levels of management.

Strategic management is the highest of these levels in the sense that it is the

broadest - applying to all parts of the firm - while also incorporating the

longest time horizon. It gives direction to corporate values, corporate

culture, corporate goals, and corporate missions. Under this broad corporate

strategy there are typically business-level competitive strategies and

functional unit strategies.

Corporate strategy refers to the overarching strategy of the diversified

firm. Such a corporate strategy answers the questions of "in which

businesses should we be in?" and "how does being in these business create

synergy and/or add to the competitive advantage of the corporation as a

whole?"
http://en.wikipedia.org/wiki/SWOT_analysishttp://en.wikipedia.org/wiki/SWOT_analysis


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Business strategy refers to the aggregated strategies of single business firm

or a strategic business unit (SBU) in a diversified corporation. According to

Michael Porter, a firm must formulate a business strategy that incorporates

either cost leadership, differentiation or focus in order to achieve a

sustainable competitive advantage and long-term success in its chosen

arenas or industries.

Functional strategies include marketing strategies, new product

development strategies, human resource strategies, financial strategies, legal

strategies, supply-chain strategies, and information technology management

strategies. The emphasis is on short and medium term plans and is limited to

the domain of each departments functional responsibility.

An additional level of strategy called operational strategy was encouraged

by Peter Drucker in his theory of management by objectives (MBO). It is

very narrow in focus and deals with day-to-day operational activities such as

scheduling criteria. It must operate within a budget but is not at liberty to

adjust or create that budget.
http://en.wikipedia.org/wiki/Michael_Porterhttp://en.wikipedia.org/wiki/Cost_leadershiphttp://en.wikipedia.org/wiki/Differentiationhttp://en.wikipedia.org/wiki/Focushttp://en.wikipedia.org/wiki/Marketing_strategieshttp://en.wikipedia.org/wiki/Peter_Druckerhttp://en.wikipedia.org/wiki/Management_by_objectiveshttp://en.wikipedia.org/wiki/Michael_Porterhttp://en.wikipedia.org/wiki/Cost_leadershiphttp://en.wikipedia.org/wiki/Differentiationhttp://en.wikipedia.org/wiki/Focushttp://en.wikipedia.org/wiki/Marketing_strategieshttp://en.wikipedia.org/wiki/Peter_Druckerhttp://en.wikipedia.org/wiki/Management_by_objectives


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Limitations of strategic management

Although a sense of direction is important, it can also stifle creativity,

especially if it is rigidly enforced. In an uncertain and ambiguous world,

fluidity can be more important than a finely tuned strategic compass. When a

strategy becomes internalized into a corporate culture, it can lead to group

think. It can also cause an organization to define itself too narrowly. An

example of this is marketing myopia.

Many theories of strategic management tend to undergo only brief periods of

popularity. A summary of these theories thus inevitably exhibits

survivorshipbias (itself an area of research in strategic management). Many

theories tend either to be too narrow in focus to build a complete corporate

strategy on, or too general and abstract to be applicable to specific situations.

Strategy can be formulated on three different levels:

corporate level

business unit level

Functional or departmental level.

While strategy may be about competing and surviving as a firm, one can

argue that products, not corporations compete, and products are developed

by business units. The role of the corporation then is to manage its businessunits and products so that each is competitive and so that each contributes to

corporate purposes.
http://en.wikipedia.org/wiki/Group_thinkhttp://en.wikipedia.org/wiki/Group_thinkhttp://en.wikipedia.org/wiki/Marketing_myopiahttp://en.wikipedia.org/wiki/Systemic_biashttp://en.wikipedia.org/wiki/Group_thinkhttp://en.wikipedia.org/wiki/Group_thinkhttp://en.wikipedia.org/wiki/Marketing_myopiahttp://en.wikipedia.org/wiki/Systemic_bias


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Consider Textron, Inc., a successful conglomerate corporation that pursues

profits through a range of businesses in unrelated industries. Textron has

four core business segments:

Aircraft - 32% of revenues

Automotive - 25% of revenues

Industrial - 39% of revenues

Finance - 4% of revenues.

While the corporation must manage its portfolio of businesses to grow and

survive, the success of a diversified firm depends upon its ability to manageeach of its product lines. While there is no single competitor to Textron, we

can talk about the competitors and strategy of each of its business units. In

the finance business segment, for example, the chief rivals are major banks

providing commercial financing. Many managers consider the business level

to be the proper focus for strategic planning.

Corporate Level Strategy

Corporate level strategy fundamentally is concerned with the selection of

businesses in which the company should compete and with the development

and coordination of that portfolio of businesses.

Corporate level strategy is concerned with:

Reach - defining the issues that are corporate responsibilities; these

might include identifying the overall goals of the corporation, the


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types of businesses in which the corporation should be involved, and

the way in which businesses will be integrated and managed.

Competitive Contact - defining where in the corporation competition

is to be localized. Take the case of insurance: In the mid-1990's,

Aetna as a corporation was clearly identified with its commercial and

property casualty insurance products. The conglomerate Textron was

not. For Textron, competition in the insurance markets took place

specifically at the business unit level, through its subsidiary, Paul

Revere. (Textron divested itself of The Paul Revere Corporation in

1997.)

Managing Activities and Business Interrelationships - Corporate

strategy seeks to develop synergies by sharing and coordinating staff

and other resources across business units, investing financial

resources across business units, and using business units to

complement other corporate business activities. Igor Ansoff

introduced the concept of synergy to corporate strategy.

Management Practices - Corporations decide how business units are

to be governed: through direct corporate intervention (centralization)

or through more or less autonomous government (decentralization)

that relies on persuasion and rewards.

Corporations are responsible for creating value through their businesses.

They do so by managing their portfolio of businesses, ensuring that the

businesses are successful over the long-term, developing business units, and

sometimes ensuring that each business is compatible with others in the

portfolio.


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Business Unit Level Strategy

A strategic business unit may be a division, product line, or other profit

center that can be planned independently from the other business units of the

firm.

At the business unit level, the strategic issues are less about the coordination

of operating units and more about developing and sustaining a competitive

advantage for the goods and services that are produced. At the business

level, the strategy formulation phase deals with:

positioning the business against rivals

anticipating changes in demand and technologies and adjusting the

strategy to accommodate them

influencing the nature of competition through strategic actions such as

vertical integration and through political actions such as lobbying.

Functional Level Strategy

The functional level of the organization is the level of the operating

divisions and departments. The strategic issues at the functional level are

related to business processes and the value chain. Functional level strategies

in marketing, finance, operations, human resources, and R&D involve the

development and coordination of resources through which business unit

level strategies can be executed efficiently and effectively.

Functional units of an organization are involved in higher level strategies by

providing input into the business unit level and corporate level strategy, such

as providing information on resources and capabilities on which the higher

level strategies can be based. Once the higher-level strategy is developed,


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the functional units translate it into discrete action-plans that each

department or division must accomplish for the strategy to succeed.

Vision, Mission, Goals, Purpose, Objectives

Vision

Serve as the resource and representative for facility management.

Mission

Advance the facility management profession by providing exceptional

services, products, resources, and opportunities.

Goals

1. Support a community that fosters vitality, momentum and impact for

the facility management professional. (Stakeholder Perspective)

2. Anticipate and prioritize the resources required to enhance effective

delivery of products and services. (Internal Perspective)

3. Inspire passion for the facility management profession that compels

facility practitioners to want to join the IFMA network, engages

volunteer leaders and retains/attracts top-talent to the full-time staff.

(Learning & Growth Perspective)

4. Sustain IFMAs financial integrity to achieve and fulfill our mission.

(Financial Perspective)


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Purpose

IFMA is a member-centered association that exists to guide and develop

facility management professionals. In support of its members, IFMA

promotes the facility management profession by providing leadership,

recognition and standards of excellence.

Objectives

1. Provide and engage stakeholders with opportunities that expand andleverage their collective knowledge and experiences

2. Provide career essentials for facility management professionals to

advance their careers

3. Magnify the importance of the facility management professional

worldwide

4. Ensure appropriate governance, systems and processes are in place

5. Understand and respond to stakeholder needs

6. Strengthen and build collaborative relationships that advance the FM

profession

7. Motivate and inspire members to become committed and involved

volunteer leaders

8. Create a culture and provide resources that instill innovation, passion,

challenge and meaning with staff and volunteers

9. Maintain viable fiscal position through good financial management,

diversification of revenues and optimized asset utilization.


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Strategic Business Units Defined

A strategic business unit is a significant organization segment that is

analyzed to develop organizational strategy aimed at generating future

business or revenue.

Although SBUs vary drastically in form, they have some common

characteristics. All SBUs are a single business (or collection of businesses),

have their own competitors and a manager accountable for operations, and

can be independently planned for.
http://www.1000ventures.com/business_guide/sbu.html#SBUshttp://www.1000ventures.com/business_guide/sbu.html#SBUshttp://www.1000ventures.com/business_guide/sbu.html#SBUshttp://www.1000ventures.com/business_guide/sbu.html#SBUs


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Characteristics of Strategic Business Units (SBUs)

1. It is a single business or collection of related businesses2. It has its own competitors

3. It has a manager who is accountable for its operation

4. It is an area that can be independently planned for within the

organization

Strategic business unit (SBU)

Autonomous division ororganizationalunit, small enough to be flexible and

large enough to exercisecontrol over most of the factors affecting its long-

term performance. Because SBUs are more agile (and usually have

independentmissions and objectives), they allow the owning conglomerate

to respond quickly to changing economic ormarket situations.

Corporate planning: differentiation and Integration of the

process

PLANNING: There are various descriptions of corporate planning

methodology and each is done in accordance with the professional and/or

academic preferences of the writer.

Regardless of the model selected, the corporate planning process can be

adopted successfully if it is applied after studying the internal and external

environment in which the company or the authority exists.
http://www.businessdictionary.com/definition/division.htmlhttp://www.businessdictionary.com/definition/organizational.htmlhttp://www.businessdictionary.com/definition/unit.htmlhttp://www.businessdictionary.com/definition/exercise.htmlhttp://www.businessdictionary.com/definition/control.htmlhttp://www.businessdictionary.com/definition/factor.htmlhttp://www.investorwords.com/2885/long_term.htmlhttp://www.investorwords.com/2885/long_term.htmlhttp://www.businessdictionary.com/definition/performance.htmlhttp://www.businessdictionary.com/definition/independent.htmlhttp://www.businessdictionary.com/definition/mission.htmlhttp://www.businessdictionary.com/definition/objective.htmlhttp://www.businessdictionary.com/definition/conglomerate.htmlhttp://www.investorwords.com/1639/economic.htmlhttp://www.businessdictionary.com/definition/market.htmlhttp://www.businessdictionary.com/definition/division.htmlhttp://www.businessdictionary.com/definition/organizational.htmlhttp://www.businessdictionary.com/definition/unit.htmlhttp://www.businessdictionary.com/definition/exercise.htmlhttp://www.businessdictionary.com/definition/control.htmlhttp://www.businessdictionary.com/definition/factor.htmlhttp://www.investorwords.com/2885/long_term.htmlhttp://www.investorwords.com/2885/long_term.htmlhttp://www.businessdictionary.com/definition/performance.htmlhttp://www.businessdictionary.com/definition/independent.htmlhttp://www.businessdictionary.com/definition/mission.htmlhttp://www.businessdictionary.com/definition/objective.htmlhttp://www.businessdictionary.com/definition/conglomerate.htmlhttp://www.investorwords.com/1639/economic.htmlhttp://www.businessdictionary.com/definition/market.html


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Regardless of how successfully it was adopted elsewhere, the

implementation of a patent model without careful investigation of the

environment and the management systems, command practices and culture

of the organization will certainly lead to a marginal process.

Corporate planning

The central theme of the contemporary organizational environment is change

and renewal. Much has been written on this theme. Critics have described

todays change and renewal as volatile, pervasive and significantly

discontinuous.

While many strategists discuss how change is affecting us psychologically,

socially and organizationally the futurists emphasize what changes the

future will bring.

The centrality and necessity of change, hence, should be a fundamental

consideration in the management of contemporary organizations or a part of

an organization.

Also, it is essential for the strategists of organizational change to understand

the continuous organization - environment interactions and to respond to

such environmental fluctuations.


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The sequential process

* Assess the previous periods plan which includes:

a. a review of the organizations progress against the plan.

b. an examination of specific aspects / problems encountered.

c. a review of the planning material which is current.

d. an examination of the issues that needs to be included in the future.

* Analyze the customers/ users level of satisfaction with products /services provided. All noticeable problems or prospects must be considered

during this stage.

* Set the direction of the organizations strategy. CEO or the top manager of

the organization provides the insights of the planning process to all his or

her assisting staff.

* Assess the organizations internal environment. This includes the

examination of physical, human and financial resources of the company.

Internal assessment deals with the organizational climate, culture and

general working conditions. The strengths and weaknesses of the

organization are usually addressed at this, level.

* Assess the organizations external environment.

* Identify and evaluate the strategic goals.

The goals must relate to the SWOT factors. Also the goals should address a

range of performance outcomes the organization could achieve in order to


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fulfill its mission. For example: to increase the market share of product

ABC.

Generally there goals are broad statements that guide the further planning

efforts of the organization.

* Choose the goals from among the list of long range goals that will form a

framework for this periods operational planning.

* Prepare the corporate plan. In essence, this step deals with documenting

the planning process up to that point. Basically the plan is comprised of:

A. the top managers assessment of the company and his/her specific

direction under which the company must move.

B. a concise analysis of the companys environment.

C. a detailed discussion of the SWOT factors.

D. listing of key goals including how various short - range goals will provide

guidance to support the long - range goals and illustrating its value as a

vehicle for communication.

E. develop operational plan to guide the execution of the goals. These short -

to intermediate term objectives define the major results that should be

accomplished for the organization to march closer to the goals.


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Some terms for strategic evaluation

There is no shortage of terms used to describe different elements of project

work and it is easy to get lost in a sea of jargon. When conducting a strategicevaluation, however, there are a few terms and concepts worth knowing.

Most projects will have the following distinguishable elements:

Project Inputs which are the resources and revenues invested in

running the project. Depending on the particular project, project inputs

may include volunteer time, skills, funds received, in-kind contributions,

matching funds, income generated revenue and capital assets.

Project Activities which are the things the project does with its

resources and revenues. Projects engage in a vast range of activities,

of which a few of the possibilities are listed below:

o providing services to people;

o running educational and training courses;

o providing opportunities for people from different backgrounds to

interact;

o organising festivals, sporting and cultural events;

o enabling civic engagement and participation;

o providing services to specific types of organisation;

o providing leisure opportunities and;

o producing publications.


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Project Outputs are the immediate results achieved by the project.

As with project activities, projects can deliver a huge variety of

Outputs. A few possibilities are listed below:

O people gaining qualifications;

O new participants in cultural and other sporting activities;

O improved access to information and resources;

O people and organizations receiving services;

O number of new jobs created;

O number of people engaged in challenging discrimination and

Prejudice;

O increase in the proportion of people who say that they

Regularly meet and talk with people from different ethnic

Backgrounds.

Project Outcomes are the projects long-term goals and desired

Improvements. Within Oldham Borough, the projects long-term

Goals and desired improvements may link with priorities in the Local

Area Agreement, the Community Cohesion Strategy, the

Community Strategy and Oldham Beyond. These might include

Things such as:

O developing a highly-skilled and well-educated local

Population;

O eliminating health inequalities;

O eliminating discrimination and harassment;

O good community relations throughout the Borough;

O eliminating poverty;

O avoidance of a low wage economy.


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Project Impacts on community cohesion include the projects effects

On:

O inequalities;

O community relations across various domains of difference

Including age, sexuality, disability, social background and ethnic

Group;

O opportunities for meaningful social interaction between people

From similar and from different backgrounds;

O engagement in local democracy;

O involvement in social, political and cultural life;

O the fairness and transparency (and perceived fairness and

Transparency) of service provision, access to services and

Resource allocation.

Evaluating Causal Connections between Activities,

Outputs and Outcomes

The purpose of evaluating causal connections between activities, outputs and

Outcomes, is to explore whether or not the projects assumptions about the

Likely outcomes and effects of its activities and outputs are well-founded.

By Identifying places where the causal chain between activity, output and

Outcome may potentially break down; the evaluator may play a role in

Identifying supplementary activities which may improve the likelihood of

the project contributing to its desired outcomes. To do this, the evaluator

should consider:

May the projects activities have unplanned but predictable adverse


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Affects that impact on its ability to reach the desired outcome?

Are there other factors that are likely to intervene between?

achievement of outputs and the desired outcome?

Asking such questions will sometimes lead the project to broaden its remit

or examine possibilities for liaison and joint working with other

organizations and Institutions.

Evaluation Purposes

There are various ways of describing variouspurposes of evaluation activity,

e.g. design, developmental, formative, implementation, process, impact,

outcome and summative. The evaluation purpose is best understood as

identifying what evaluation activity is going to be used for. Recent years

have seen evaluation move to develop types of evaluation that are of use

right across a programme lifecycle. It should be noted that any particular

evaluation activity can have more than one purpose.

The range of evaluation terms are used in various ways in the evaluation

literature. One way of defining them is as follows:

Design, developmental, formative, implementation evaluative

activity designed to improve the design, development, formation

and implementation of a programme.

Process evaluation to describe the process of a programme.

Because the term process could conceivably cover all of a

programme from its inception to its outcomes, it is conceptually

useful to limit the term process evaluation to activity describing


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the programme during the course of the programme, i.e. once it

has been initially implemented.

Impact, outcome and summative looking at the impact and

outcome of a programme, and (in the case of summative, making

an overall evaluative judgment about the worth of a programme).

One useful way of distinguishing between the purposes of evaluation is to

group them into the following three overall types:

Formative Evaluation

Formative Evaluation includes the terms -

design/developmental/formative/implementation evaluation it is any

evaluation activity directed at improving a programme's design, planning,

development and implementation. Formative evaluation is a disciplined

approach to ensuring that a programme is well developed. It has been

developed relatively recently in the history of the evaluation profession

(McClintock 1986). There are various models for how it can be undertaken,

but it is directed at ensuring independent constructively critical input into

programme development. For instance, a separately funded independent

formative evaluation team can work alongside programme planners. This

team critically assesses the decisions that are being made and can provide

regular, formal feedback to programme planners and programme funders.

Formative evaluation may use both quantitative and qualitative techniques.


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Process Evaluation

Process Evaluation is any evaluative activity directed at describing or

documenting what actually happened in the contest or course of a

programme. Process evaluation is sometimes seen to include formative

evaluation, but it is conceptually useful to separate formative evaluation out

as a specific type of evaluation. Process evaluation can provide extremely

useful information about what actually happened in a programme. It can be

crucial for communicating best practice to others who want to replicate

elements of a successful programme. For instance, taking as an example a

Programme X that has been shown to be effective after an outcome

evaluation. Just knowing that Programme X is effective is, in itself,

insufficient for someone elsewhere to replicate the programme. Process

evaluation gives someone who wants to replicate a programme detailed

information on what was done, what problems arose and the what solutions

were adopted.

A second use of process evaluation is in the interpretation of outcome

evaluation results. For instance, a programme may not have proved

successful on outcome evaluation. However, when looking at the process

evaluation from this programme, it will be clear that the negative outcome

was a result of specific events that derailed the programme. In the light of

this one should not dismiss the possibility that this type of programme, if

implemented as planned, could be effective.


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A third use of process evaluation is when it is used to examine the context of

a programme and the decision making leading up to that programme being

introduced. For instance there may be problem definition creep in the

early decision making phase about the programme objectives and what type

of programme should be run.

Outcome Evaluation

Outcome evaluation also includes the terms - intermediate outcome

evaluation and impact evaluation - it is any evaluative activity directed at

determining the positive or negative intermediate or longer-term outcomes

of a programme. It is sometimes also referred to as summative evaluation,

which also includes the aspect of making an overall assessment of a

programme. Outcome evaluation looks at whether a programme has

achieved the outcomes it is seeking. Where this can be done, this is very

useful information for stakeholders, particularly if it is in a form in whichthe effectiveness of the programme being evaluated can be compared with

other strategies for achieving the same outcomes. In real world programmes

the final outcomes being sought by a programme may take a number of

years to achieve and may be outside the timeframe of the measurements

being undertaken in an evaluation. Given this, there is a way in which

evaluation designers can give outcome-type results earlier within time

frames that are more useful for policy decision-making. This entails the

development of an outcome hierarchy for a programme or policy. This is a

set of outcomes that range from immediate outcomes of the programme or

policy through to intermediate and then final outcomes. An argument needs


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to be mounted that each step in the outcome hierarchy is likely to imply that

the next step will occur. If this argument is sound then intermediate

outcomes can be measured at an earlier level, within reasonable time frames,

and the assumption made that there is a good chance that the later steps in

the outcome hierarchy will also take place in due course.

In the past, outcome evaluation in a number of sectors, has tended to be

largely quantitative. This notion is now being challenged and there is

discussion of the argument for using qualitative outcome evaluation in

addition to the use of qualitative evaluation for other evaluation purposes.

The three purposes for evaluation can be related to three stages in the

programme life-cycle, thestart, middle andfinish of the programme.

Evaluation Methods

In addition to evaluation purposes there are evaluation methods. These are

the specific research and related methods which evaluators use in their day-

to-day work. Evaluators will draw on any method that can assist in

answering the questions that are being asked in an evaluation. In the past

these tended to be methods originating from the physical sciences, but now

they also draw extensively on methods developed in the social and

organisational sciences and the humanities.


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Evaluation Designs

Evaluation designs are the way in which the evaluation ingredients

approach, purposes and methods are put together into the final evaluation

in an attempt to answer a set of evaluation questions. Evaluation design will

indicate the overall evaluation approach, the mix of formative, process and

outcome evaluation it is planned to carry out in the evaluation and the

methods and analysis to be used. If there is to be an outcome evaluation

within the evaluation, the design will specify which of the many types of

outcome design are to be used.

seminar on strategic management

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