Strategic Planning Guide

  • A strategic plan is a document that shows the goals, visions and missions of an organization and outlines the means of achieving them(Winston et al., 2013, p. 17).
  • It provides a guide to the management of the organization’s resources in order to attain these goals, missions, and visions.
  • A strategic plan reveals an organization’s Strengths, Weaknesses, Opportunities and Threats that affect its strategic management.
  • A good strategic plan ensures professional leadership in an organization.
  • A strategic plan gives focus to an organization in an effort to attain its goals.

Below is a practical example of Southwestern University collegiate athletic department. It clearly reveals a modern organization’s strategic plan.

Southwestern University athletic department aspires to be the leading collegiate athletic department through excelling in athletics and producing worldly competent athletes. It aims to be the leading collegiate department in athletic mentorship and training in Northern California. Southwestern University athletic department targets to a world class athletic department in the next three years. To be the chief mentor, to all other upcoming collegiate athletic departments both in California and the entire world.

Southwestern University athletic department is committed to student-athlete victory, competitive excellence and success by creating an inclusive environment for developing, recruiting, and retaining quality people, outsourcing a great fan experience, motivating community and society engagement, and acting as a source of pride for University.

  • These are the core values of southwestern university athletics department. They guide us and our actions in decision-making. They reveal our conduct as a department.
  • Integrity-we are accountable, honest, and respectful.
  • Student-athlete experience- we create an environment that promotes social development, academic, personal and athletic.
  • Respect-we treasure the significance of fairness, Sportsmanship, diversity and goodwill.
  • Excellence-we exploit our talents and efforts to ensure success.
  • University and community engagement we are dedicated to impacting to the community and promoting the value of our university(Rankin & Ingersoll, 2006, p. 84).
    • Southwestern University athletic department has two primary environments that surround it.
    • These include internal and external environment. Internal environment comprises of the factors that are within the department that affect its decision-making process.
    • Examples of these factors within the department that influences its decisions are finances, students, department’s staff, and core values of the departments.
    • However, there are other forces outside the organization that influence its decisions.
    • These other factors form the external environment to the department.
    • An example of factors outside the organization that affects their decision-making is university senate.
    • None of the departmental decision that can be implement without being approved by the university senate.
    • SWOT is an abbreviation that stands for Strengths, Weaknesses, Opportunities, and Threats.
    • Every strategic plan ought to outline its Strengths in order to make a decision that can be supported by its potential.
    • Weaknesses in a strategic plan are spelled out to help avoid situations that may get a decision trapped in a demerit of the organization.
    • Opportunities are the available conditions that give the room for further improvements in decisions in a strategic plan.
    • Threats are closely related to the weaknesses in a strategic plan.
    • Threats are all matters that would lead to failure of a decision in an organization.
    • Let’s discuss each factor of SWOT in relation to southwestern university athlete department.
    • The department has well qualified and experienced staff who can manage it efficiently and effectively.
    • Athletic department is the major department that is concerned with all co-curricular activities of the University.
    • Modern technology is available to help the department keep good records of its past life that is crucial for reference in the present times(Wong, 2009, p. 88).
    • Athletic department is one of the university departments that interact with the public to build the name of the university.
    • An athletics department deals with talented people hence easiest to excel of all university departments.
    • It is strategically located at the University for Easy Access.
    • There are few levels of management at departmental level that would otherwise slower the rate of decision-making.
    • Each department in the university is limited to a certain budget figure that is determined by central university administration.
    • There is a long procedure before departments budgets are approved by the Senate.
    • University administration is the overall decision maker for all the departments in an organization.
    • Economic conditions of the country constrain the decision made by an athletic department of southwestern university.
    • Student leaders have a hand of control in the athletic departments and at times what they advocate for may differ from expectations of university central administration.
    • Political factors influence all the decisions that are made within the university.
      • The department runs some membership subscriptions that boost its finances
      • The department owns some fast food outlets within the university that add more revenues to support its decisions and obligations.
      • The department is supported with uniforms, balls and rackets by a group of university alumina
      • The university constitution offers extra provisions from budget figures for the athletic department
      • Other than university senate, the athletic department is also controlled by sports ministry of the state.
      • The athletic department is free from interdepartmental merging.
        • Threats are all forms of demerits that would affect normal decision making in a department.
        • At southwestern university, their efforts to achieve strategic goals may be affected by few factors.
        • Some of these factors that may affect goals’ achievement include adverse political conditions, high levels of inflation, and unfavorable social factors such as religious wars.
        • It is the duty of the departmental staff with assistant from the University central administration to consider all these issues when making strategic decisions.
        • Factors that are beyond the control of departmental staffs are assumed to remain favorable to the organization(King & Cichy, 2006, p. 19).
        • Good prediction of future economic conditions is essential for decision-making process.
          • To attain excellence in co-curricular activities for the University
          • To promote all the athletic talents within the University
          • To act as source of pride to the entire university
          • To create a good reputation for the University
          • To nurture all upcoming talents in athletics
          • To promote academic excellence to all athletes
          • To bring impact to the society

          To improve communication in the department

        • Corporate level strategies entail all procedures that are structured to attain visions, core values and goals of an organization.
        • Southwestern University has laid down means of achieving its goals.
        • In order to achieve academic excellence, the department will ensure remedial teaching to compensate on lessons omitted during athletics and athletes travels.
        • Good communication is part of the organization’s commitment; this will be achieved through promoting program accomplishments in a variety of platforms(New South Wales, 2002, p. 97).
        • We will give back to society by conducting social corporate functions such as garbage collections and city cleaning.
        • It is our role to ensure good mentorship to the young athletes by giving them motivation.
        • We will achieve a good reputation for the university through excelling in our performance as athletes.
          • Develop goals with coaches and staff.
          • Persistently strive to be the best every day
          • Get the best student athletes for the university team
          • Hire and train the talented coaches
          • Develop good leadership program within the Department
          • Celebrate the success to keep our athletes motivated
          • To held tournaments with reputable teams to improve our skills.
            • Retain, appreciate and recognize the current employees.
            • Comply with university’s selection, recruitment and hiring process.
            • Provide competitive benefits and salaries to your employees.
            • Enhance the working conditions of every worker.
            • Enhance the orientation program for the new employees
            • give the room for employees’ development such as further studying.
              • Ensure critical evaluation of budgets to avoid unnecessary spending.
              • Develop monthly budgets to monitor the flow of finances in the organization.
              • Secure naming rights for athletic facilities
              • create more investments in order to raise more revenues for the department
              • Create more avenues for more revenues through subscriptions.
              • Hire well-qualified financial accountants to control the finances.
              • Involve auditors after a while to give advises on financial management
              • King, J. H., & Cichy, R. F. (2006). Managing for quality in the hospitality industry. Upper Saddle River, NJ: Pearson Prentice Hall.
              • New South Wales. (2002). It’s your business: A guide for directors of sport and recreation organisations. Sydney: NSW Dept. of Sport and Recreation.
              • Rankin, J. M., & Ingersoll, C. D. (2006). Athletic training management: Concepts and applications. Boston: McGraw-Hill.
              • Winston, W., Stevens, R. E., Loudon, D. L., Migliore, R. H., Yow, D. A., & Bowden, W. W. (2013). Strategic Planning for Collegiate Athletics. Hoboken: Taylor and Francis.
              • Wong, G. M. (2009). The comprehensive guide to careers in sports. Sudbury, MA: Jones and Bartlett Publishers.

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