Strategy Flashcards
A decision-making model and leadership structure where decisions are made by leaders at the top of an organization or at the central/main office, rather than disbursed across the organization and/or other sites/buildings. In this structure, power sits with a limited few.
Centralized authority (or centralized decision-making)
A decision-making model and leadership structure where decisions are made by leaders across the organization, rather than by leaders/sites at the top. In this organization power is delegated across leaders in varying divisions, functions, or sites.
Decentralized authority (or de-centralized decision making)
An organizational structure in which employees are assigned to a division that contains all organization functions (such as transportation, finance, curriculum, and assessment, etc.). Divisions typically exist to serve a specific customer, focus on a strategic initiative ororganization-wide project, or geographic area. Divisions are run and managed by an executive leader and tend to be more autonomous. In PK–12 education, divisions are often seen when very large districts are split into geographic regions (i.e., east and west) or when a district has a leader of Early Childhood Programs, K-5, and another of 6-12.
Divisional Structure
An organizational structure in which each employee has a high level of autonomy to make decisions on behalf of the organization and all employees work together in a collaborative environment.
Flat Structure
An organizational structure in which employees are assigned to a department or function such as transportation, finance, curriculum and assessment, etc. The individuals in a department all work on related tasks, projects, or outcomes.
Functional Structure
A desired outcome
Goal
An organizational structure in which employees are assigned to both a functional area as well as a division or team. In this situation employees could report to two individuals –one in their department and one in their function.
Matrix Structure
Statement that describes how an organization will fulfill its vision. Typically, these statements include who the organization serves, who the organization is, and what the organization values.
Mission
Actions and tactics that are organized to ensure an organization fulfills its vision, mission, values, and goals.
Organizational strategy
The reporting structure developed to ensure an organization can meet its goals. Structures outline and communicate the flow of information and work to an organization’s staff.
Organizational structure
An analysis tool or protocol for analyzing Political, Environmental, Sociocultural, Technical, Legal, and Environmental factors. Reviewing these external factors enables organizations to assess their influence on processes, projects, or initiatives.
PESTLE Analysis
HR/human capital functions that concern the overall strategic direction of the organization. Decisions are focused on long-term goals and are aligned with organizational priorities.
Strategic HR
A process by which organizations identify their goals, the actions needed to achieve those goals, and how success will be measured.As part of effective strategic planning, human capital leaders are included in both planning and implementation. Additionally, organizations that have a mature human capital system also have an HR or human capital strategic plan that aligns with the organization’s plan.
Strategic Planning
A plan or method that enables an organization to achieve its long-term goals.
Strategy
An analysis tool or protocol for analyzing Strengths, Weaknesses, Opportunities, and Threats for a process, project, or initiative. It supports planning, development, and decision-making efforts. It is important to remember that Strengths and Weakness are meant to be about the organization internally while Opportunities and Threats examine factors (e.g., peoples, practices, environment) external to the organization.
SWOT Analysis
