Strategic management 117

12345678910111213141516171819202122232425
Across
  1. 1. specific version of a strategy plan that adheres to the balanced Scorecard methodology.
  2. 3. reporting tool that consolidates, aggregates and arranges objectives and metrics.
  3. 4. A description of the funding of existing and/or proposed
  4. 8. activities are focused on the day-to-day, or short-term, activities. This is in contrast to strategic matters.
  5. 10. One of the steps required to complete a process.
  6. 11. Commonly used within the Logic Model, outcomes (also called outcome-impacts) describe the benefits that result as a consequence of an organisation’s investments and activities.
  7. 13. The examination and close scrutiny of data and information without the introduction of opinions,biased perceptions of the data and information, or evaluative statements.
  8. 16. plan of action to achieve a goal(s).
  9. 18. quality management and process improvement methodology
  10. 21. statement describes the overall, top-level priorities for how an organization chooses to conduct its activities and to be viewed by the public,
  11. 22. well suited to process intensive industries like manufacturing
  12. 23. Belief, preference, or philosophy held by members of an organization that is a primary determinant of an organization’s culture and ethical behavior.
  13. 24. The set of processes and competencies required to specify the goals and objectives and develop and manage the initiatives to attain them.
  14. 25. usually refers to a projected value for a metric.
Down
  1. 1. A long-term, comprehensive document that summarizes the outputs of longer term strategic thinking and planning.
  2. 2. The process of comparing and assessing some entity or attribute using a specific criterion (or criteria), i.e., a norm, standard, regulation, or expectation.
  3. 5. Commonly used within the Logic Model to describe the resources an organisation invests in a program, such as time, people (staff, volunteers), money, materials, equipment, partnerships, research base, and technology, among other things.
  4. 6. statement describes the overall purpose of the organization
  5. 7. The extrapolation of a current organizational state to a desired future state.
  6. 9. Individual person, group, association, or external organization that has a significant interest in, and/or impact on an organization.
  7. 12. One of the steps required to accomplish a particular process or project.
  8. 14. way an organisation seeks to achieve its vision and mission.
  9. 15. arranging strategic devices (objectives) to ensure collaboration and cooperation downward through all levels of the organizational system in a connected series.
  10. 17. This term refers to the nature of the activities conducted by the Board of Directors,including clarifying the overall purpose of the organization
  11. 19. where people stop operating in the old way, learn new ways,make mistakes, mourn the loss of the old, test the new way and integrate it into ongoing operations.
  12. 20. Guidelines developed for use in an organization to influence, instruct, and specify how leaders should act when making decisions in given circumstances.