PUBLIC ADMINISTRATION & ORGANIZATIONAL

MANAGEMENT PA800

STRATEGIC

PLANNING

Prepared by Group 5 (The Silent Dragon)

MODERATORS

EDEN GRACE B. FLOR MAYBELYN B.

SABIO-MONTEROLA ROLLON
Dep-Ed Tagum Philippine Science High School-
SMC
 PRAYER

MS. JENELYN G. MERQUITA

LGU STA.CRUZ - MSWDO

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 ICE BREAKER

MS. FLOR MAYBELYN B. ROLLON

PSHS-SMC

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 RESOURCE PERSON FOR RECAPITULATION

FLOR MAYBELYN B. EDEN GRACE B. QUEENNIEROSE

VIOLETA P. CASICAS
ROLLON SABIO-MONTEROLA TAJARAN
Gov Gen-CAS
PSHS-SMC Dep-Ed Tagum Pag-Ibig Fund - Mabini Branch
Group 4
Group 1 Group 2 Group 3
 RECAPITULATION

GROUP 1 GROUP 2
Public, Private and Non-Profit Differentiation of Public Management
Organizations and Public Administration

GROUP 3 GROUP 4
Leadership Styles Motivation

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SIR REX'S TIME

MR. REX B. BUAC

COURSE TEACHER

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IN EVERY COMPANY EITHER PUBLIC, PRIVATE, OR NON PROFIT
ORGANIZATION

S W O T
ANALYSIS FAMILIAR

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HENRY MINTZBERG

Strategy is not the consequence of

planning, but the opposite: its starting
point.
NORMS OF THE REPORTING

1. SIGN IN THE ATTENDANCE FORM. (CHECK THE

CHAT BOX FOR THE LINK)
2. BE PRESENT FROM THE START UNTIL END OF THE
MEETING.
3. LISTEN ATTENTIVELY.
4. USE THE CHAT BOX FOR YOUR QUESTIONS,
COMMENTS & FEEDBACK.
NORMS OF THE REPORTING

5. ALLOW ALL SPEAKERS TO FINISH THEIR

PRESENTATIONS FIRST BEFORE RAISING A QUESTION. TO
REGULATE THE BANDWIDTH, MICROPHONES ARE
DISABLED ALL THROUGHOUT THE SESSION. HENCE,
QUESTIONS WILL ONLY BE READ DURING THE OPEN
FORUM.
6. IN THE EVENT THAT YOU WILL EXPERIENCE
INTERMITTENT CONNECTION OR POWER OUTAGE, TRY
RECONNECTING TO THE SAME LINK.
PUBLIC ADMINISTRATION & ORGANIZATIONAL
MANAGEMENT PA800

STRATEGIC

PLANNING
Prepared by Group 5 (The Silent Dragon)
 MUHJEEB APIL
Natinal Food Authority -
Davao del Sur Branch
Office, Digos City
STRATEGIC LEMUEL J. SEGARA
NEIL MARIE R. Office of the Presidential -
Malacanang, Manila
SARIGUMBA
PLANNING Department of agrarian
reform provincial office of QUEENIE ROSE B.
davao del sur. Digos city TAJARAN
THEORIES ERWIN BENTULAN Pag-Ibig Fund - Mabini
Branch
TIGAS
Barangay Government of
Zone 1
VIOLETA P. CASICAS
GGCAST Local College
CYRUS RIVAS
(LGU)- Governor
PNP Generoso, Davao Oriental

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WHAT IS STRATEGIC PLANNING

MUJIB DARPLING APIL

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WHAT IS STRATEGY?

THE WORD “STRATEGY” IS DERIVED FROM THE GREEK

WORD “STRATÇGOS”; “STRATUS” (MEANING ARMY) AND
“AGO” (MEANING LEADING/MOVING).

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STRATEGY ACCORDING TO HENRY MINTZBERG

1. Strategy is a plan, a "how," a means of getting from here to there.

2. Strategy is a pattern in actions over time; for example, a company
that regularly markets very expensive products is using a high end"
strategy.
3. Strategy is position; that is, it reflects decisions to offer particular
products or services in particular markets.
4. Strategy is perspective, that is, vision and direction.

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TO SUM IT UP…

STRATEGY IS A TERM THAT REFERS TO A COMPLEX

WEB OF THOUGHTS, IDEAS, INSIGHTS, EXPERIENCES,
GOALS, EXPERTISE, MEMORIES, PERCEPTIONS, AND
EXPECTATIONS THAT PROVIDES GENERAL GUIDANCE
FOR SPECIFIC ACTIONS IN PURSUIT OF PARTICULAR
ENDS (F. NICKOLS, 2016)

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WHAT MAKES A GOOD STRATEGY?

According to Rumelt (2012), good strategy “is a coherent set of

analyses, concepts, policies, arguments, and actions that respond
to a high-stakes challenge”.
Good strategy is a plan for action backed up by a cogent
argument – an effective mixture of thought and implementation
with a basic underlying structure Rumelt calls the “kernel,” the
bare bones center of a strategy – the “hard nut at the core of the
concept.
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THIS CORE STRATEGY CONTAINS THREE

ELEMENTS:

1. A “diagnosis”
2. A “guiding policy” for dealing with the
challenge
3. A set of “coherent actions” are required to carry
out the guiding policy.

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WHAT IS STRATEGIC MANAGEMENT

NEIL MARIE R. SARIGUMBA

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STRATEGIC MANAGEMENT

IS THE PROCESS OF SETTING GOALS, PROCEDURES, AND

OBJECTIVES IN ORDER TO MAKE A COMPANY OR
ORGANIZATION MORE COMPETITIVE. TYPICALLY,
STRATEGIC MANAGEMENT LOOKS AT EFFECTIVELY
DEPLOYING STAFF AND RESOURCES TO ACHIEVE THESE
GOALS.

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STRATEGIC MANAGEMENT

THE PROCESS OF PREDICTING THE FUTURE OF THE

COMPANY AND DEFINING IT INTO THE GOALS AND
OBJECTIVES IN ORDER TO BE ABLE TO FULFILL THE FUTURE
ENVISIONED IS BROADLY CATEGORIZED IN STRATEGIC
PLANNING . STRATEGIC PLANNING IS A PROCESS IN WHICH
ORGANIZATIONAL LEADERS DETERMINE THEIR VISION FOR
THE FUTURE AS WELL AS IDENTIFY THEIR GOALS AND
OBJECTIVES FOR THE ORGANIZATION.

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WHAT ARE THE THREE MAJOR COMPONENTS IN

STRATEGIC MANAGEMENT?

STRATEGIC MANAGEMENT HAS THREE MAJOR ELEMENTS,

WHICH INCLUDE STRATEGIC ANALYSIS, STRATEGIC CHOICE,
AND STRATEGY IMPLEMENTATION.

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STRATEGIC MANAGEMENT CAN ALSO BE DEFINED AS A
BUNDLE OF DECISIONS AND ACTS WHICH A MANAGER
UNDERTAKES AND WHICH DECIDES THE RESULT OF THE
FIRM’S PERFORMANCE. THE MANAGER MUST HAVE A
THOROUGH KNOWLEDGE AND ANALYSIS OF THE GENERAL
AND COMPETITIVE ORGANIZATIONAL ENVIRONMENT SO AS
TO TAKE RIGHT DECISIONS. THEY SHOULD CONDUCT A
SWOT ANALYSIS (STRENGTHS, WEAKNESSES,
OPPORTUNITIES, AND THREATS), I.E., THEY SHOULD MAKE
BEST POSSIBLE UTILIZATION OF STRENGTHS, MINIMIZE THE
ORGANIZATIONAL WEAKNESSES, MAKE USE OF ARISING
OPPORTUNITIES
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FIVE STEPS OF STRATEGIC MANAGEMENT

WHILE THERE ARE DIFFERENT APPROACHES AND

FRAMEWORKS FOR STRATEGIC MANAGEMENT, THERE ARE
GENERALLY THE SAME FIVE STEPS IN THE PROCESS:
Identification
Analysis
Formation
Execution
Evaluation
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IDENTIFICATION

THE FIRST STEP IN STRATEGIC MANAGEMENT IS

EVALUATING THE COMPANY’S CURRENT DIRECTION. THIS
OFTEN INCLUDES UNDERSTANDING THE COMPANY’S GOAL,
MISSION AND OVERALL STRATEGIC DIRECTION. ASSESSING
WHERE THE COMPANY’S CURRENT PROCESS WILL HELP
YOU ACHIEVE YOUR GOAL.

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ANALYSIS

ONCE YOU UNDERSTAND THE CURRENT PROCESS, YOU MUST

ANALYZE THE DETAILS. WHAT IS WORKING? WHAT IS NOT
WORKING? WHAT INPUT FROM ORGANIZATIONAL
STAKEHOLDERS CAN YOU GATHER? THIS IS THE TIME TO
ANSWER ANY QUESTIONS THAT WILL HELP SOLIDIFY THE
NECESSARY ELEMENTS OF THE STRATEGIC PLAN. A SWOT
ANALYSIS, OR IDENTIFICATION OF STRENGTHS, WEAKNESSES,
OPPORTUNITIES AND THREATS, IS A USEFUL TOOL.

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FORMATION

ONCE YOU HAVE THE INFORMATION YOU NEED, IT IS TIME TO

CREATE AN ACTION PLAN FOR REACHING THE GOAL. MAKE
SURE THE STEPS ARE CLEAR, FOCUSED AND DIRECTLY
RELATED TO THE GOAL. PREPARE EASY-TO-UNDERSTAND
IMPLEMENTATION GUIDELINES IF THE PROCESS OR
PROCEDURE WILL IMPACT MANY PEOPLE WITHIN THE
ORGANIZATION.

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EXECUTION

FOLLOW THE STEPS OUTLINED IN YOUR STRATEGIC PLAN.

MAKE SURE THAT ALL STAKEHOLDERS ARE IMPLEMENTING
THE PLAN AS DESIGNED FOR MAXIMUM EFFICIENCY.

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EVALUATION

EVALUATE THE FINAL PRODUCT. DID YOU ACHIEVE YOUR

GOAL? WAS THE PROCESS IMPLEMENTED APPROPRIATELY
COMPANY-WIDE? BASED ON YOUR ANSWERS TO THESE
QUESTIONS, YOU CAN REFLECT AND REVISE AS NEEDED.

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DIFFERENCE OF STRATEGIC PLANNING AND

STRATEGIC MANAGEMENT

STRATEGIC PLANNING IS THE APPROACH USED IN FORMING AN

ORGANIZATION'S DIRECTION (E.G., ITS VISION, MISSION AND
PRIORITIES). ON THE OTHER HAND, STRATEGIC MANAGEMENT
IS THE OVERALL PROCESS OF ACHIEVING THAT DIRECTION,
FROM PLANNING TO EXECUTING.

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WHAT ARE THE SIMILARITIES OF STRATEGIC

PLANNING AND STRATEGIC MANAGEMENT?

IN CONCLUSION, STRATEGIC PLANNING AND STRATEGIC

MANAGEMENT ARE TOOLS USED BY MANAGERS AND LEADERS
TO ATTAIN ORGANIZATIONAL SUCCESS. THEY ARE SIMILAR
BECAUSE THEY AIM TO IMPROVE PERFORMANCE AND OUTPUT,
PREPARE ORGANIZATIONS FOR THE FUTURE, AND DISCOVER
THEIR STRENGTHS AND WEAKNESSES FOR BETTER MARKET
PLACEMENT.
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NORMS OF THE REPORTING

1. SIGN IN THE ATTENDANCE FORM. (CHECK THE

CHAT BOX FOR THE LINK)
2. BE PRESENT FROM THE START UNTIL END OF THE
MEETING.
3. LISTEN ATTENTIVELY.
4. USE THE CHAT BOX FOR YOUR QUESTIONS,
COMMENTS & FEEDBACK.
NORMS OF THE REPORTING

5. ALLOW ALL SPEAKERS TO FINISH THEIR

PRESENTATIONS FIRST BEFORE RAISING A QUESTION. TO
REGULATE THE BANDWIDTH, MICROPHONES ARE
DISABLED ALL THROUGHOUT THE SESSION. HENCE,
QUESTIONS WILL ONLY BE READ DURING THE OPEN
FORUM.
6. IN THE EVENT THAT YOU WILL EXPERIENCE
INTERMITTENT CONNECTION OR POWER OUTAGE, TRY
RECONNECTING TO THE SAME LINK.
STRATEGIC PROCESS VS STRATEGIC PLAN

WORK

ERWIN B. TIGAS

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WHAT STRATEGIC PLANNING IS?

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WHAT STRATEGIC PLAN WORK IS?

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DIFFERENCE/S AND SIMILARITY/IES OF

STRATEGIC PLANNING PROCESS AND STRATEGIC

WORK PRODUCT?

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TRANSLATING VISION INTO STRATEGIC

DIRECTION

CYRUS ADAM RIVAS

(PRESENTED BY: FLOR ROLLON)

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IMPORTANCE OF STRATEGIC PLANNING

LEMUEL J. SEGARA

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IMPORTANCE OF STRATEGIC PLANNING

1. A REQUIREMENT FOR SUSTAINED COMPETITIVE

ADVANTAGE ON ORGANIZATIONS.
2. IT HELPS ASSISTS TO VIEW THINGS FROM BROADER
PERSPECTIVE.
3. IT FACILITATES COLLABORATION.

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BENEFITS OF STRATEGIC PLANNING

QUEENIE ROSE B. TAJARAN

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 Benefits of Strategic Planning

ACHIEVE GOALS AND OBJECTIVE

SPECIFY MILESTONE FOR ORGANIZATIONAL ACHIEVEMENT
ACHIEVE BETTER USE OF RESOURCES
CREATE A UNIFIED VISION OF ORGANIZATION’S FUTURE FOR
STAFF
IDENTIFY NEW OPPORTUNITIES AND IDEAS
ACHIEVE COST SAVINGS
DIRECT RESOURCES INTO AREAS OF OPPORTUNITIES
Beneficial Outcomes of Strategic Planning

ESTABLISHED MANAGEMENT DIRECTION

CLARIFIED AGENCY PRIORITIES
GUIDE TO POLICY DECISIONS
GUIDE TO BUDGET DECISIONS
GAINING SUPPORT FOR BUDGET PRIORITIES
IMPROVE CONSTITUENT RELATIONS
GREATER COMMITMENT TO CUSTOMER SATISFACTION
IMPROVED TEAMWORK
Beneficial Outcomes of Strategic Planning

IMPROVED INTERNAL COMMUNICATIONS

ENHANCED CORPORATE CULTURES
IMPROVED STAFF MORALE
AGENCY REORGANIZATION
SERVICE DELIVERY IMPROVEMENT
LIMITATIONS OF STRATEGIC PLANNING

VIOLETA P. CASICAS

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LIMITATION OF STRATEGIC MANAGEMENT

SCRUTINIZING A COMPLICATED AND PRODUCTIVE

ENVIRONMENT
PLANS, GROUNDWORKS AND STRUCTURE MEAN RIGIDITY
CONSTRAINTS IN DISCHARGE
INCOMPETENT GRATITUDE BY THE MANAGEMENT.
NORMS OF THE REPORTING

1. SIGN IN THE ATTENDANCE FORM. (CHECK THE

CHAT BOX FOR THE LINK)
2. BE PRESENT FROM THE START UNTIL END OF THE
MEETING.
3. LISTEN ATTENTIVELY.
4. USE THE CHAT BOX FOR YOUR QUESTIONS,
COMMENTS & FEEDBACK.
NORMS OF THE REPORTING

5. ALLOW ALL SPEAKERS TO FINISH THEIR

PRESENTATIONS FIRST BEFORE RAISING A QUESTION. TO
REGULATE THE BANDWIDTH, MICROPHONES ARE
DISABLED ALL THROUGHOUT THE SESSION. HENCE,
QUESTIONS WILL ONLY BE READ DURING THE OPEN
FORUM.
6. IN THE EVENT THAT YOU WILL EXPERIENCE
INTERMITTENT CONNECTION OR POWER OUTAGE, TRY
RECONNECTING TO THE SAME LINK.
 JEZABEL E. TULING
DPWH Davao del Norte
District Engineering Office
EDEN GRACE B. SABIO-
POOLING OF MONTEROLA
JURHAM M. SAIDUL Department of Education -
Division of Tagum City
DPWH - Digos
EXPERIENCE
LEMUEL J. SEGARA
Office of the Presidential -
------- STEPHEN ANDREE Malacanang, Manila

G. SASUMAN
DPWH District
Engineering Office JENELYN G.
Davao del Sur MERQUITA
LGU Sta.Cruz - MSWDO
JEROME P. SARDA
DPWH Davao del Sur District
Engineering Office

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 PUBLIC SECTOR

JEZABEL ESTORPE
JURHAM M. SAIDUL
STEPHEN ANDREE G. SASUMAN

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QUALITY ASSURRANCE SECTION (QAS)

STEPHEN ANDREE G. SASUMAN

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 Scope of Work
•CHECKING MATERIALS SPECIFICATION WITH RESPECT TO
PLANS AND DESIGN IN THE PROGRAM OF WORKS
•
•CHECKING MATERIALS ARRIVE AT PROJECT SITE PRIOR TO
INSTALLATION OR PLACEMENT

Ø FOR ROADS , CHECKING OF ITEM 200, AGRREGATES AND

CEMENT
Ø FOR BUILDINGS AND BRIDGES, CHECKING OF REBARS,
AGRIGGATES AND CEMENT
 Scope of Work

•CONCRETE POURING PERMITS

ØPROIR TO POURING, MAY IT BE ROADS, BUILDING OR BRIDGES THERE
SHOULD BE AN
APPROVED POURING PERMIT

•QAS SECTION AND CONSTRUCTION SECTION WORK SIDE BY SIDE

DURING IMPLEMENTATION AND ALSO SERVE AS MEANS OF
TRANSPARENCY AND CHECK AND BALANCE
 NON PROFIT SECTOR

JEROME P. SARDA
EDEN GRACE P. SABRIO-MONTEROLA

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PRIVATE SECTOR

JENELYN G. MERQUITA

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PRIVATE SECTORS

STRATEGIC PLANNING
-is the process of determining the long-range goals of the
organization and the strategies required to achieve them.
-approaches in the private sector can help governments and public
agencies become more effective

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WHAT IS IT IN THE PRIVATE SECTOR
STRATEGY?
aims to help expand and strengthen private sector participation
in the development of the developing member countries.

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 BENEFITS/IMPORTANCE OF STRATEGIC
PLANNING IN THE PRIVATE SECTOR

IT HELPS TO
IT ALLOWS INCREASE IT CAN MAKE
ORGANIZATIONS IT SETS UP A IT INCREASES
MARKET SHARE A BUSINESS
TO BE PROACTIVE SENSE OF OPERATIONAL
RATHER THAN AND MORE
DIRECTION EFFICIENCY
REACTIVE PROFITABILITY DURABLE

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INVOLVED & RESPONSIBLE IN STRATEGIC

PLANNING PROCESS/STRATEGY

FORMULATION

H and PA | The Green Tree Towers

WHAT MAKES STRATEGIC PLANNING SUCCESSFUL?

IT INVOLVES A TEAM EFFORT AMONG YOU AND YOUR

EMPLOYEES, AS WELL AS AMONG YOU AND YOUR VENDORS
AND OTHER OUTSIDE PEOPLE.

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W
I
N
N
E
R
S
Ann Marie Cruz - Pizza
Ruby Rebosura - Beef steak
Maricel Cabus - Macaroni
Apple Mosqueda - Burger
Maricel Cabus - Halo Halo
UNKNOWN

I am not a product of my
circumstances.

I am a product of my decisions.