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A Handbook for Strategic Planning

A Handbook for Strategic Planning

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Published by adillawa

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Published by: adillawa on Jul 25, 2010
Copyright:Attribution Non-commercial


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The TQL Office provides technical advice as well to a number of organizations inside andoutside of government. It has responsibilities in six key areas: TQL education andtraining; consultant services; new technologies; assessment; networking and liaison; andinformation and communication.The mission of the Total Quality Leadership (TQL) Office, Office of the Under Secretary of the Navy is to assist the Department of the Navy leaders in their qualify-focusedimprovement efforts through education, consultation, information sharing, networking,and technical advice.
Education and Training
The TQL Office is responsible for managingthe technical and conceptual content of theDepartment of the Navy (DON) TQLcurriculum. This work involves designingand developing courses as well as traininginstructors. The staff advises the DON onintegration of TQL material into thetraining pipeline.
Consultant Services
TQL Office members provide technicaladvice to the Under Secretary of the Navyand other senior Navy and Marine Corpsleaders on the application of TQL principlesand methods within the DON and onstrategic planning. Advice may also takethe form of recommendations on policy aswell as on Defense Performance Reviewinitiatives.
New Technologies
Technology can provide critical support toDON quality improvement efforts. The jobof the TQL Office is to assess newtechnologies related to organizationalchange and process improvement andtranslate them into applications for theDON.
Systems are needed to assess the way inwhich TQL implementation is enhancingmission accomplishment in DONorganizations. The TQL Office is designingand developing feedback mechanisms forthat purpose as well as developinginnovative approaches to improve overallorganizational effectiveness.
Networking and Liaison
The TQL Office has much to share withother organizations, both government andprivate, and much to learn from them. Staff members participate in TQL-relatednetworks and professional organizations.As resources permit, the TQL Officesponsors TQL conferences and seminars.
Information and Communication
The TQL Office educates the DON aboutTQL policies and initiatives through anewsletter (
), articles and reports,and presentations at conferences andmeetings. It is developing acomputer-based quality informationnetwork to facilitate communication withDON organizations.
About the TQL Office
This handbook was written for Department of the Navy (DON) commanding officers, TQLcoordinators, and strategic planning facilitators in response to the many questions aboutthe strategic planning process and how it should be conducted within the DON. It is notintended to teach the intricacies of strategic planning, but is merely provided to answerprocess questions. While we cannot anticipate every question, the handbook details oneway to do strategic planning that is consistent with the strategic planning model presentedin the DON Senior Leader’s Seminar and approved by the DON leadership through itsExecutive Steering Group. While this is not the only methodology, it is the one we usewhen working with Navy and Marine Corps organizations.To be successful, strategic planning requires commitment on the part of three people: theleader (commanding officer) of an organization, the TQL coordinator of that organization,and a strategic planning facilitator. This handbook attempts to delineate the roles andresponsibilities of each and suggests a process by which the three, together, can point theorganization toward its future. Strategic planning is a continuous consulting process thatmust be tailored to accommodate the climate of an organization. Our experience hasproven that strategic planning benefits both public and private organizations.Words of CAUTIONandADVICEare interspersed throughout the document and are based upon our experience with DON organizations. We hope you find it valuable as youbegin your strategic planning efforts.
 A Handbook for Strategic Planning
is envisioned as the first of a series of handbooksdesigned to assist members of the quality community in their efforts to implement TQL.The authors extend a special thanks to Mr. Pat Malone, formerly of this office, and Ms.Mary Jones, an organizational development consultant, for their valuable support andencouragement throughout this project.Denise L. WellsLinda M. Doherty, Ph.D.Director, Information Resources CenterDirectorDONDONTQL OfficeTQL Office

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