The financial strategy sets out how resources will be used to deliver our strategic key outcomes over the medium term, whilst taking account of developments in national priorities. It reflects the financial implications of other corporate strategies and is key to managing the financial impact of the risks to which the Council is exposed.
For further information visit the council tax and what it pays for page. We will continue to seek external funding, but will need to prioritise future capital investment based on our corporate priorities. We manage our performance very closely through a comprehensive performance management framework which operates across the council. This ensures that Members and council officers are able to make informed decisions that will drive service improvement.
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Theories of strategic planning
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Home Council Plans, policies and strategies Council business plan. Strategic Systems Thinking 20 credits This module is a critical review of practices involved in the formulation and implementation of strategy. This module, however, takes the discussion of strategy formulation and implementation beyond a simplistic application and considers the social systems that inform and enable effective decision-making. Leadership is as much about being the person that people want to follow as it is about knowing where the team is headed.
Coaching for Executive Leadership and Management 20 credits To develop knowledge and skills for effective coaching in support of executive leadership and management development. Strategic Planning and Decision Making - 7 Questions 20 credits Defining and exploring the theories and principles of planning and decision making. Interpretation of management information and intelligence data. To provide opportunities to apply knowledge and understanding of the module content to experiences of organisational culture, and organisational change.
Open Module 40 credits To support negotiated learning activities to facilitate the student to meet their individual learning needs through a process of tutorial and independent study and concurrent use of the framework supporting the IQT Silver Award Lives Improvement With topics such as intelligence preparation for the environment; psychological theory and applications in the workplace; managing organisational culture and change; critical reflection in the workplace and research methods, the MSc Strategic Leadership is designed for those who are leaders and those aspiring to be so.
The strategic leadership course is available to study on a full or part-time basis and is delivered by block teaching on or over the weekend with approximately five days contact time per module. The course will utilise Blackboard virtual learning environment. Blackboard provides an opportunity for learning to be supported on-line with discussion forums and email groups. These methods are used to supplement contact and support from course tutors and provide an innovative way for the delivery of the course to professionals.
Assessment will be driven by the specific learning outcomes of individual modules. Methods employed may include online discussions and reflection upon discussion threads, essays, reports, presentations, and portfolios. Each assessment component within modules will permit development and demonstration of intellectual skills, and this will be one of the assessment criteria. Evidence of assimilation of conceptual elements of the course will be sought and a balance achieved between practical relevance and the ability to critically reflect on course materials and the wider leadership environment.
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Do firms practice what they preach? The relationship between mission statements and stakeholder management. Al Zaibag. Kets de Vries. The impact of mission fulfillment on the internal audience: psychological job outcomes in a service setting. An investigation of innovation in nonprofit organizations: the role of organizational mission. Van Wart. Relationships between leadership style and vision content: the moderating role of need for social approval, self-monitoring role of need for social approval, self-monitoring, and need for social power.
Anonymous, clear vision, dialogue help align employee actions to business goals. Google Preview. Form some criticisms of these tools see Colin Coulson-Thomas. Strategic Vision or Strategic Con: rhetoric or reality. Mission statement is key to a good marketing plan: goals should be tied to statement. Critical success factors for World Bank projects.
An empirical investigation. Critical success factors for lean six sigma programmes: a view from middle management. Profit versus public welfare goals in investor — owned and not — for — profit hospitals. Building a better board: six keys to enhancing corporate director performance.
Outside directors: stakeholder representation in investor — owned health care organizations. Mission statement is key to a good marketing plan. Published on behalf of the European Society of Cardiology. All rights reserved. For permissions please email: journals. Issue Section:. Download all figures. View Metrics. Email alerts New issue alert.