Strategic planning at PennDOT is cascaded down into the organization by requiring the 11 districts and 6 deputates to develop their own strategic objectives and scorecards driven by the enterprise-level strategic agenda.
Educate the public on a continuing basis. Caselets are quite suited to fulfill these requirements. These organizations review their scorecards on a quarterly basis to manage with the measures and ensure that they achieve scorecard targets.
The different ways in which caselets aid the learning Mini case studies are described below. In turn, the deputy secretaries and other executives who are the owners and leaders of strategic objectives track those same indicators, or other appropriate ones, for organiza- tional units under their direction to hold those units respon- sible for their piece of the plan.
Some central office bureaus and county maintenance units develop scorecards and business plans as well; however, this is not required at this point. Therefore, the business plans all contain specific budgets that invest re- sources in planned actions responding to strategic objec- tives as well as other activities.
The district and depu- 38 tate business plans, containing both organization score- cards and dashboards, must be updated annually and ap- proved by the SMC to ensure alignment with enterprise- level strategic objectives.
In addition, for each strate- gic objective, targets or more specific objectives were identified, whose accomplishment would lead to achieving the overall strategic objective.
Whether or not business plans are used below the district or deputate level, managers at many levels negotiate with subordinates to contribute specified efforts toward accom- plishing strategic objectives and hold them accountable for those results through quarterly performance reviews.
For each module, the session plan may include one or two cases, and about three caselets. It also led to the formation of the top-level strate- gic management committee SMCwhich still exists as the highest level policy-making body at PennDOT, and a requirement for the major divisions and the 11 engineering districts to develop 4-year business plans and accompany- ing budget requests designed to help accomplish the major objectives.
Furthermore, for each of these targets, the plan identifies specific initiatives to be undertaken to accomplish the target. Improve safety for the traveling public and Department employees. Adjustments in programs, work plans, as- signments, and resource allocations are made as necessary to keep their objectives on track.
Therefore, the secretary and the SMC chartered a gap-closure team to lead a 2-year effort to design and implement a revamped strategic planning process. Both departments then require districts and di- visions to develop their own strategic plans or scorecards within the framework of the overall corporate-level strate- gic plan and, in both cases, these lower-level scorecards must be approved by higher-level management.
It is organized by the strategic objectives and shows a measure and a target, or multiple measures and targets, for each of the 21 strategic objectives. Another advantage that the caselet offers is its ease of development.
Integrate safety into all relevant process steps under Objective B1. Rather than relying on the standard incremental approach, the ongoing planning work provides a systematic approach to assem- bling a priority list of IT acquisitions with fairly firm costs that the department can readily promote in future budget cycles.
The owners serve as the sponsors of these strategic initiatives, whereas the leaders take the technical lead in implementing them. The enterprise- level strategic agenda, summarized in the departmental scorecard, is implemented through scorecards and business plans developed by the districts and deputates, and in some cases by county maintenance units and central office bu- reaus.
Being brief and focused on a specific topic, a caselet is a useful supplement to a lecture. The intention then is to use this coming year to undertake a more com- prehensive effort to update the strategic plan, and the proc- ess may be further refined along the way.
This is the case at the enterprise level, but also with the organizational scorecards and associated business plans. Assist appropriate agencies to ensure ongoing security of transportation services in the face of credible threats or attacks.
Building Ownership Both PennDOT and IDOT place great importance on as- signing individual executives or managers to take the lead responsibility for implementing strategies and achieving strategic objectives.
Evaluation of the Planning Process A cost-benefit analysis conducted in the spring of SAICand random surveys of both motorists and IDOT employees conducted in, andshow that the results of the strategic planning activities are paying off for the transit department and Illinois taxpayers.
The districts and depu- tates are responsible for reviewing their scorecards on a quarterly basis, and monitoring the performance measures for each objective against the targets and milestones that have been set. However, the SMC also con- cluded that focusing solely on the scorecard could be problematic in that many goals, processes, and functions that are important to the department do not appear on it.
For instance, a set of three caselets on segmentation could cover three different sectors — consumer goods, industrial products, and services. These or- ganization scorecards, which must be approved by the SMC, are built, tested, and justified with the same five-step planning process used at the departmental level.
For instance, district engineers take the lead in selecting members of their strategic planning teams and in developing their scorecards, but these teams and plans must be approved by the director of the division of highways.Four Mini Case Studies in Entrepreneurship 7 Initial research indicated that there was a market for a low cost, easy to use device and thus.
Mini-case studies: The students are expected to answer the questions associated with the case. These questions are intended to elicit thoughtful reactions to contemporary organizational behavior initiatives and challenges.
The students are expected to carefully read the assignment instructions, then thoroughly and explicitly address each component of the corresponding case. Learn how physicians are using the PROPEL and PROPEL mini steroid-releasing implant to improve sinus surgery outcomes and reduce the need for revision surgery.
Mini Case Studies. Caselets, or short cases, are increasingly used as teaching aids, both in B-Schools and in executive education programs. Being brief and focused on a specific topic, a caselet is a useful supplement to a lecture.
Mini case studies are a gold mine of advice for the food entreprenuer. We get new studies every month. CNS-UCSB mini case studies for classrooms and informal education Dr. Julie Dillemuth Introduction These mini case studies are realistic .Download