This position will provide strategic and operational leadership and drive the planning and execution for assigned clinical trials with direct responsibility for time, cost, quality and risk mitigation.
It's not critical to grasp completely accurate definitions of each of the following terms. Goals Goals are specific accomplishments that must be accomplished in total, or in some combination, in order to achieve some larger, overall result preferred from the system, for example, the mission of an organization.
Going back to our reference to systems, goals are outputs from the system. Strategies or Activities These are the methods or processes required in total, or in some combination, to achieve the goals.
Going back to our reference to systems, strategies are processes in the system. Objectives Objectives are specific accomplishments that must be accomplished in total, or in some combination, to achieve the goals in the plan.
Objectives are usually "milestones" along the way when implementing the strategies. Tasks Particularly in small organizations, people are assigned various tasks required to implement the plan. If the scope of the plan is very small, tasks and activities are often essentially the same.
Resources and Budgets Resources include the people, materials, technologies, money, etc. The costs of these resources are often depicted in the form of a budget. Going back to our reference to systems, resources are input to the system. Basic Overview of Typical Phases in Planning Whether the system is an organization, department, business, project, etc.
The phases are carried out carefully or -- in some cases -- intuitively, for example, when planning a very small, straightforward effort. The complexity of the various phases and their duplication throughout the system depend on the scope of the system.
For example, in a large corporation, the following phases would be carried out in the corporate offices, in each division, in each department, in each group, etc.
Different groups of planners might have different names for the following activities and groups them differently. However, the nature of the activities and their general sequence remains the same. The following are typical phases in planning.
They do not comprise the complete, ideal planning process. Reference Overall Singular Purpose "Mission" or Desired Result from System During planning, planners have in mind consciously or unconsciously some overall purpose or result that the plan is to achieve.
For example, during strategic planning, it's critical to reference the mission, or overall purpose, of the organization. Take Stock Outside and Inside the System This "taking stock" is always done to some extent, whether consciously or unconsciously.
For example, during strategic planning, it's important to conduct an environmental scan. This scan usually involves considering various driving forces, or major influences, that might effect the organization.
SWOT is an acronym for considering the organization's strengths and weaknesses, and the opportunities and threats faced by the organization. During this analysis, planners also can use a variety of assessments, or methods to "measure" the health of systems.
Establish Goals Based on the analysis and alignment to the overall mission of the system, planners establish a set of goals that build on strengths to take advantage of opportunities, while building up weaknesses and warding off threats. Establish Strategies to Reach Goals The particular strategies or methods to reach the goals chosen depend on matters of affordability, practicality and efficiency.
Establish Objectives Along the Way to Achieving Goals Objectives are selected to be timely and indicative of progress toward goals. Associate Responsibilities and Time Lines With Each Objective Responsibilities are assigned, including for implementation of the plan, and for achieving various goals and objectives.
Ideally, deadlines are set for meeting each responsibility. Write and Communicate a Plan Document The above information is organized and written in a document which is distributed around the system.
Acknowledge and Celebrate Accomplishment of the Plan This step is frequently forgotten, which can lead to increasing frustration and skepticism on the part of those people who are responsible to carry out the plan. Guidelines to Ensure Successful Planning and Implementation A common failure in many kinds of planning is that the plan is never really implemented.
Instead, all focus is on writing a plan document. Too often, the plan sits collecting dust on a shelf. Therefore, most of the following guidelines help to ensure that the planning process is carried out completely and is implemented completely -- or, deviations from the intended plan are recognized and managed accordingly.
Involve the Right People in the Planning Process Going back to the reference to systems, it's critical that all parts of the system continue to exchange feedback in order to function effectively.
This is true no matter what type of system. When planning, get input from everyone who will responsible to carry out parts of the plan, along with representative from groups who will be effected by the plan.
Of course, people also should be involved if they will be responsible to review and authorize the plan.ABSTRACT. This paper presents an organizational analysis methodology aimed at knowledge capitalization with a view to improving business processes.
Module overview. This is one of eight modules in the Australian Public Service Workforce Planning Guide, designed to assist you with workforce planning in your agency or department.
This is translated into practice by the basic techniques of reward management, job analysis, job evaluation, and performance appraisal. The focus is on comparing jobs and individuals in terms of their relative contributions to the organization's objectives (Bratton and Gold, ). Internal alignment, often called internal equity, Job evaluation Job structure (Adapted from Milkovich, Newman, & Gerhart, , p.
) Work/Job Analysis The systematic process of collecting information that identifies similarities and differences in the work. (adapted from .
designing compensation systems and employee benefits 1. Describe the difference between job analysis and job evaluation and how these practices help establish internally consistent job structure.
In order to differentiate job analysis vice job evaluation, you must understand what both structures mean%(38). The most important part of a successful transition lies in shortening the learning curve. A shorter learning period is the main secret of successful new leaders. This goes for all types of transitions, from job promotions, company reorganization, launch of your own company, implementing new big projects, or working outside your native country.