Strategic Management

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Across
  1. 1. The statements are intended to give substance to the perceived purposes of the organization.
  2. 7. A plan of future action, usually long-term, in the pursuit of objectives.
  3. 9. The plans followed to achieve a particular short-term aim.
  4. 10. Measures that indicate progress against a process or behaviour.
  5. 14. An observable and measurable end result having one or more objectives to be achieved within a more or less fixed time-frame.
  6. 15. A method of exploring detailed data that was used in creating a summary level of data.
  7. 17. Operations also referred to as Demand Chain.
  8. 21. It comprises the Corporate, Directorate, Service and Team plans, which specify the key priorities and activities to be undertaken.
  9. 22. Describing and/or depicting the performance gap in easily understandable terms.
  10. 23. A set of decisions about how an organization intends to do something, or to ensure that an event or result should happen in the future.
Down
  1. 2. Something which an organization intends to do or achieve; a result that the organization intends to make happen.
  2. 3. A financial plan, which may be short-term or longer-term, showing probable income and expenditure.
  3. 4. The framework to establish and collect measurements of success or failure on a regulated, timed basis that can be audited and verified.
  4. 5. A business event, dependency, product, or other factor that, if not attained, would seriously impair the likelihood of achieving a business objective.
  5. 6. An integrated framework for describing strategy through the use of linked performance measures in four, balanced perspectives ‐ Financial, Customer, Internal Process, and Employee Learning and Growth.
  6. 8. A level at which an organization intends to achieve or aim at.
  7. 11. It typically show the details of performance for a metric or multiple metrics.
  8. 12. ________ is often used in the public sector to describe key performance indicators, those metrics most critical to gauging progress toward objectives.
  9. 13. The process steps by which a company moves from the identification of its customer needs to customer fulfilment.
  10. 16. A specific version of a strategy plan that adheres to the Balanced Scorecard methodology.
  11. 18. The commonly applied within the Logic Model, outputs describe what an organization gets done.
  12. 19. Performance Management that includes finance, covering compliance issues, competition, risk and profitability and human resources performance management encompassing employee performance appraisals.
  13. 20. ________ metrics that are: tied to an objective; have at least one defined time-sensitive target value; and have explicit thresholds which grade the gap between the actual value and the target.
  14. 21. The comparison of similar processes across organizations and industries to measure progress, identify best practices, and set improvement targets.