Term Paper Topic:

Writing Strategic Planning: Mission, Vision, Goals, and Objectives of any organization

Submitted to
Md Nasir Uddin
Assistant Professor,
Department of Public Administration
Faculty of Arts & Social Sciences
Bangladesh University of Professionals

Submitted by
Sanzida Alam 19161010
Abdullah Saleh 19161014
Md Nannu Mia 19161018
Most. Shormila Kabir 19161025
Riana Khan Rimjhim 19161029
Md. Nuruddin Dulu 19161051
Department of Public Administration
Faculty of Arts & Social Sciences
Bangladesh University of Professionals

Submission Date: 23-10 -2022

Introduction

Today most organizations engage in strategic planning. Strategic planning is a way to help an
organization be more productive by helping guide the allocation of resources in order to achieve
goals. It is a strategic management tool. In other words, it is a part of strategic management. In
fact, strategic planning is a key to successful strategic management.

Strategic Planning consists of the analysis, decisions, and actions an organization undertakes in
order to create and sustain competitive advantages. The strategic planning process is a sequential
set of analyses and choices that can increase the likelihood that an organization will choose
‘good strategy’, that is, that generates competitive advantages.

Strategic planning improves the overall performance of small businesses. In relation to this, it is
important to note that research findings point out that the more complex the strategic plan the
higher the performance of a business organization.

Definition of Organization

An organization or organization, is an entity—such as a company, an institution, or an

association—comprising one or more people and having a particular purpose. The word is
derived from the Greek word ‘organon’, which means tool or instrument, musical instrument,
and organ. An organization is a group of people with a defined relationship in which they work
together to achieve the goals of that organization. This relationship does not come to end after
completing each task.

The Importance of Organization

Organization brings adaptability to the table for any enterprise. It helps in a smooth transition in
accordance with the dynamic business environment. To point out, this is achieved by facilitating
growth and survival. The importance of organization is highlighted as follows:

 Benefits of Specialization
Organization assigns work in a systematic manner to the diverse employees within an
organization. It ensures that suitable work is handed out repetitively to an employee who is a
good performer in his field. An employee working regularly in a specific area gains invaluable
experience in the long run. Consequently, this leads to specialization.

 Clarity in Working Relationships

As discussed before, organization induces accountability by defining relationships among the

employees within an enterprise. This is done by defining whom an employee is accountable to.
In effect, it provides an ordered flow of information and instructions. Furthermore, this also
helps in clarification of the extent of authority, responsibility and provides for a hierarchy.

 Optimum Utilization of Resources

Organization helps in optimum utilization of financial and human resources. It not only aids in
the proper assignment of jobs to suitable employees but also keeps track that there is no waste of
resources and efforts due to duplication of work.

 Effective Administration & Governance

Another important feature of organizing is that it ensures that the jobs are clearly defined within
an enterprise such that there is no duplication and wastage. Coupled with, facilitating the
clarification of work relationships, it promises effective administration.

 Development of Personnel

Assignment of jobs to suitable personnel is an important step for the organization. This
delegation of jobs helps in the induction of creativity in managers. This happens because, with
the help of delegation, a manager not only looks to reduce the workload but also discover new
ways of getting the tasks done.

Further, this gives them the tie to explore areas for growth of the company. From the employee’s
perspective, it generates experience and prepares him to face new challenges which effectively
helps him to realize his full potential.

 Growth and Expansion

Organization ensures that the enterprise undertakes new challenges. As a result, the company
grows and diversifies

Categories of Organization

There are some categories of organization. They are:

1. Government Organization (GO)

2. Non-Government Organization (NGO)
3. Specialized Organization
4. Autonomous Organization, etc.

Strategic Planning

Strategic planning is the art of creating specific business strategies, implementing them, and
evaluating the results of executing the plan, in regard to a company’s overall long-term goals or
desires. Strategic planning allows an organization to be more proactive than reactive in shaping
its own future; it allows an organization to initiate and influence - rather than just respond to-
activities -and thus to exert control over its own destiny.

Strategic planning can actually be described as a management tool used in managing the business
operations of a given business entity. In this case, it used to manage the future of the business
organization and hence position the businesses at positions where they can strategically meet
their business goals and objectives effectively and efficiently.

Organizational profile

The first phase of the strategic planning is organizational profile. An Organizational Profile is a
framework for understanding the internal and external factors that shape the operating
environment of a business and affect the business decisions made. A Profile helps to understand
future business success, needs, opportunities, and constraints or challenges that are placed on the
management systems of a business.
Organizational profile is a necessary document that gives an introduction to the organization. It
is a basic requirement and in the absence of brochures and other promotional material, this could
be a single source of marketing document for an organization. This could also be the first sample
of promotional material developed when the organization has just started off. There is no set
standard in bringing out a profile, but normally, it is two-columned document which has
information about the mission/objectives, contact address, contact person, areas of work and
short descriptions of achievement undertaken. Generally, the profile should not be more than two
or three pages since you will be using it to annex it to several big proposals. Remember that this
is not an annual report where you insert pictures, put some designs and write at length about your
work.

SWOT Analysis

The next phases of the strategic planning process are external and internal analysis, also called
SWOT Analysis. By conducting an external
analysis, an organization identifies the critical
threats and opportunities in its competitive
environment. It also examines how
competition in this environment is likely to
evolve and what implications that evolution
has for the threats and opportunities an
organization is facing. While external analysis
focuses on the environmental threats and
opportunities facing an organization, internal
analysis helps an organization identify its
organizational strengths and weaknesses. It
also helps an organization understand which
of its resources and capabilities are likely to be
sources of competitive advantage and which are less likely to be sources of such advantages.
Based on SWOT Analysis, organizations can choose the appropriate strategy.
SWOT Analysis is a tool used for strategic planning and strategic management in organizations.
It can be used effectively to build organizational strategy and competitive strategy. In accordance
with the System Approach, organizations are wholes that are in interaction with their
environments and consist of various sub-systems. In this sense, an organization exists in two
environments, one being in itself and the other being outside. It is a necessity to analyze these
environments for strategic management practices. This process of examining the organization
and its environment is termed SWOT Analysis.

 Organizational Strengths:

Strength is the characteristic that adds value to something and makes it more special than others.
Strength means that something is more advantageous when compared to something else. In this
sense, strength refers to a positive, favorable and creative characteristic.

Organizational strengths consist of the organizational competencies playing an active role in

achieving organizational goals. Before going into action when encountered a problem or
opportunity, an organization has to know the potential that it has and the aspects that makes it
more advantageous than its competitors. Being strong and having strengths are quite important
for an organization. Otherwise, the opportunities created by the outside environment cannot be
used. Moreover, the organization has to answer to the threats of the outside environment by
using its strengths. All these issues highlight the importance of organizational strengths.

 Organizational Weaknesses:

Weakness refers to not having the form and competency necessary for something. Weakness
means that something is more disadvantageous when compared to something else. In this regard,
weakness is a characteristic that is negative and unfavorable.

Weakness at organizational level refers to the situations in which the current existence and
ability capacities of an organization are weaker compared to other organizations and competitor
organizations. In other words, organization weakness means the aspects or activities in which an
organization is less effective and efficient compared to its competitors. These aspects negatively
affect the organizational performance and weakens the organization among its competitors.
Consequently, the organization is not able to respond to a possible problem or opportunity, and
cannot adapt to changes.
For the organization, it is as important to know its weaknesses as its strengths. The reason is that
no strategy can be built upon weaknesses. The organizational weaknesses that have the potential
to lead the organization to inefficiency and ineffectiveness should be known and improved.
Solving the existing problems that would cause difficulties and limitations for long-term plans
and strategies, and foreseeing potential problems are obligatory.

 Environmental Opportunities:

Opportunity means a situation or condition suitable for an activity. Opportunity is an advantage

and the driving force for an activity to take place. For this reason, it has a positive and favorable
characteristic.

For organizational managements, an opportunity is the convenient time or situation that the
environment presents to the organization to achieve its goals. Opportunities are those that would
yield positive results for the organization determined as a result of the analysis of its
environment. Competition and the intense work presents organizations big opportunities. In fact
“opportunities are conditions in the external environment that allow an organization to take
advantage of organizational strengths, overcome organizational weaknesses or neutralize
environmental threats”.

 Environmental Threats:

Threat is a situation or condition that jeopardizes the actualization of an activity. It refers to a

disadvantageous situation. For this reason, it has a negative characteristic that should be avoided.

For organizational managements, a threat is the element that makes it difficult or impossible to
reach the organizational goals. Threats are the situations that come out as a result of the changes
in the distant or the immediate environment that would prevent the organization from
maintaining its existence or lose its superiority in competition, and that are not favorable for the
organization.
Strategic Plan Process

It begins with vision. Vision is a picture of the future. It describes the desired future position of
the organization. The second step of strategic planning process is mission. An organization’s
mission is its long-term purpose. Missions define both what an organization aspires to be in the
long run and what it wants to avoid in the meantime. Objectives are the third step of strategic
management process. Objectives are concrete goals that an organization seeks to reach.

Strategic planning is associated with vision, mission, objectives and the external and internal
analysis of the organization; an organization is willing to make strategic choices. This is to say
that an organization is able to choose its ‘theory of how to obtain a competitive advantage’. The
next step of strategic planning process is implementation of strategy. Choosing a strategy means
nothing if that strategy is not implemented. Strategy implementation occurs when an
organization adopts organizational policies and practices that are consistent with its strategy.
And the final step of this process is to obtain competitive advantage.

Mission An organizational mission, also known as a mission statement, is a brief,

broad statement about an organization's goals and how it intends to meet
those goals. It often addresses what the organization offers and how it hopes
to serve its customers, community, employees, investors or other
stakeholders.
An organizational mission also helps to guide the actions of an
organization. A related but different organizational statement is the vision
statement, a declaration of what the organization hopes to become. The
difference between a mission and a vision is that the former addresses the
organization's purpose, whereas the latter focuses on aspirations for the
future based on its current purpose.
Vision An organizational vision statement identifies the objectives of a company
and helps define what they hope to accomplish. A vision statement tells
people what you want to accomplish over time and how your business can
make things different through its purpose and activities. It provides the
outside world with some insight about your goals and how you want to be
perceived. Vision statements are typically aspirational and inspirational in
 nature. They encourage your stakeholders, employees and customers to
think in terms of what you're doing and where the company is headed.
A vision statement is important to a company because it serves as a strategic
plan for success. It can act as a guide when employees encounter
challenges. Vision statements also help motivate employees to work toward
shared goals. Investors and others who show interest in the business may
also rely on the vision statement to better understand the purpose of the
organization.
A vision statement can also help a business identify its organizational
culture. Building a strong organizational culture is vital to a company’s
long-term success. It’s also important to continue to reference the vision
statement to show that the company is committed to that culture.
Goal Organizational goals are strategic objectives that a company's management
establishes to outline expected outcomes and guide employees' efforts.
There are many advantages to establishing organizational goals: They guide
employee efforts, justify a company's activities and existence, define
performance standards, provide constraints for pursuing unnecessary goals
and function as behavioral incentives.
Goals help define a company's purpose, assist its business growth and
achieve its financial objectives. Setting specific organizational goals can
also help a company measure their organization's progress and determine
the tasks that must be improved to meet those business goals.
Goals need to be specific, measurable, achievable and timely. By setting
clear, realistic goals, organizations have a clearer path to achieve success
and realize its vision. Goal setting, and attaining them, can also help an
organization achieve increased efficiency, productivity and profitability.
Organizations should clearly communicate organizational goals to engage
employees in their work and achieve the organization's desired ends.
Having a clear idea of organizational goals helps employees determine their
course of action to help the business achieve those goals. Employees should
also be equipped with the proper tools and resources needed as they do their
 work to help meet the overall organizational goals.
Objective Organizational objectives are medium and short-term aims that a company
pursues to accomplish its long-term goals. These objectives allow a
company to evaluate its performance, business strategy, and productivity
levels. Organizational objectives might include the acts, policies, and
decisions that are key to implementing a company's aim.
A well-planned organizational objective may reflect the values and business
culture of the company and show how the objectives sync with such
standards. After selecting these objectives, a company can choose a system
to monitor its progress. It's beneficial for the company to observe its
objectives constantly, as it can provide them with the opportunity to
introduce any change or adjust them according to industry trends.
Organizational objectives are essential to help stakeholders understand the
business's vision and mission, as frequently these objectives reflect both
statements. These objectives can connect the company's values with the
company's future aim.
Initiative Organizational initiatives are typically internal campaigns that seek to
improve an organization's work environment, company culture or overall
business strategy. Some company initiatives can involve external projects,
like community service or nonprofit fundraising campaigns. The common
thread among all business initiatives is a desire to make some sort of
improvement that will ultimately benefit the company's bottom line.
Organizational initiatives are the result of strategic planning sessions. When
the team gets together to discuss opportunities and weaknesses, each point
can become a business initiative. Perhaps the hardest part is deciding which
objectives deserve to be prioritized. In the end, every initiative should be
treated just like any other project, with a dedicated project manager in
charge of outlining the plan, delegating tasks and tracking progress
Measure An object for grouping together several measure areas that contain changes
to force elements, positions, organizational structures, and object
assignments.
 Measurement is used to motivate managers to make decisions that benefit
the corporation and themselves. Therefore, the key to good performance
measurement techniques is to set goals that are realistic and that incorporate
decisions over which the manager has control. Then, the company can
evaluate the manager based on controllable factors, which are the
components of the organization for which the manager is responsible and
that the manager can control, such as revenues, costs and procurement of
long-term assets, and other possible factors. Recall that in Responsibility
Accounting and Decentralization, you learned about responsibility centers,
which are a means by which an organization can be divided based on
factors that the manager can control. This makes it easier to align the goals
of the manager with those of the organization and to design effective
performance measures.
Target The Target-Organization Assessment describes the current status of the
organization in which the system is to be deployed. The description is in
terms of current processes, tools, peoples' competencies, peoples' attitude,
customers, competitors, technical trends, problems and improvement areas.
Having the right target helps individuals determine where to find potential
clients who are looking for what you have to offer. If you have a target
market, you know where to concentrate your marketing efforts and what to
offer that is compelling and well received.

A STRATEGIC PLANNING MODEL

From a systems perspective, strategic planning should be part of a continuous strategic

management process that includes the allocation and management of resources, as well as
performance evaluation and feedback. It should involve an examination of alternative courses of
action and estimates of the impacts and consequences that are likely to result from their
implementation. Explicit provision should be made for dealing with the uncertainties of
probabilistic futures. The art of management is to reduce uncertainty and to bring risk within the
bounds of tolerance. In this context, strategic planning can play an important role by assisting
managers in organizing goals and objectives and in developing feasible action plans to achieve
them. In so doing, major priorities can be ordered, the impacts of resource decisions can be
assessed, and the activities and functions of the organization can be integrated into a more
cohesive whole.

Basic Components of the Model

The Alliance for Nonprofit Management developed a five-step approach to strategic planning
that is applicable to public as well as nonprofit organizations. This generic model incorporates
the basic components included in most approaches to strategic planning:

(1) determine the organization’s “readiness” for planning

2) formulate mission and vision statements to guide the overall

planning process

(3) carry out a situational (SWOT) assessment,

(4) develop goals, objectives, and strategies,

(5) prepare a written plan

Three levels of Objectives of Strategic Planning:

Strategic Objectives

Management Objectives

Operational Objectives
 A Strategic Planning of Non-Governmental Organization

Here, I have chosen ASA as a non-governmental organization. ASA was established as a non-
governmental organization (NGO) in 1978, with an emphasis on promoting awareness, group
development, and training among the rural poor. Its objective is to assist the poor and
disadvantaged in organizing and empowering themselves in order to protect their political and
social rights. It began microfinance operations in 1991 and rebranded itself as a "finance-only"
MFI in 1992. It is currently Bangladesh's largest MFI, providing savings, credit, and insurance
services.
 Organizational Profile

Name of the organization ASA (Association for Social Advancement)

Types of Organization Non- profit, self- sufficient microfinance based Non-
Government Organization
Date of establishment 1978
Origin Tepra, Manikganj, Dhaka, Bangladesh
Head Office ASA Tower, 23/3, Bir Uttam A.N.M Nuruzzaman Sharak,
Shyamoli, Dhaka-1207, Bangladesh
Founder & President Md. Shafiqul Haque Choudhury
Chairman Professor Dr. Dalem Chandra Barman
Structure Three tier hierarchal organization
Layers 2 separate layers:
1) The central office &
2) The district office.
Employees 21, 422
Beneficiaries 6.8 million people of Bangladesh
Loan Disbursement 310 billion (TK)
Branches 3073 branches all over Bangladesh
Components Microfinance Model, Innovative, efficient and self-
sustainable model, user-friendly service delivery system in
ASA program
Programs Financial Programs (Microfinance Program)-
 Loan products
 Savings products
 Loan security & risk fund
 Foreign remittance program
 Product charts
Non-Financial Programs-
 Primary Healthcare
 Education
  Health Awareness
 Physiotherapy
 Sanitation
 Hygiene
 Agricultural aids etc.
Projects Agribusiness project, vermicompost project, orange
cultivation support project, mushroom cultivation project,
power tiller loan project, dairy farms project, fisheries
project, etc.
Followed in India, Pakistan, Sri Lanka, Myanmar, the Philippines,
Nigeria, Ghana, Kenya, Tanzania, Rwanda, Sierra Leone,
Uganda, Zambia etc.
Achievements  The UNDP selected it as the International Technical
Service Provider (ITSP) in 1998.
 ASA declared itself a self-reliant MFI in 2001.
 In 2002, UNDP chose ASA as the best technical as-
sistance (TA) provider in the world.
 ASA is placed in all 6 categories, with the best re-
sults in the MIX Report titled "2005 MIX Global
100: MFI League Table" conferred in the Micro-
credit Summit Campaign (MSC) 2006, Canada in
2006.
 Forbes magazine in the United States named it the
most efficient MFI in the world in 2007.
 The "Banking at the Bottom of the Pyramid" award
was organized by the Financial Times, London, and
International Finance Cooperation (IFC) in 2008,
etc.
Sister institutions/  Catalyst Microfinance Investors (CMI), 2006.
organizations  ASA International (ASAI), 2006.
 ASA University Bangladesh (ASAUB), 2006.
 ASA Foundation International (AFI), 2007.
 A=Assessment

Internal External

1. Clear mission, vision, 1. Management that is in-

and principles that novative, efficient, and
guide to lead, and mo- self-sustaining.
tivate.

2. Simple organization 2. Positive community re-

Strength with strong leadership Opportunit sponse.
which provides good y
coordination and moni-
toring.

3. Cost-effective manage- 3. Media and advocacy or-

ment with stable ganizations' support.
source of financing.

1. Lack of systematic op- 1. Government constraints

erations in the organi- and a lack of political
zation. will.

Weakness Threat
2. Political instability 2. Lack of access to target
groups and locations.

3. Limited capacity and 3. The emergence of New

 slow process of ASA NGOs.
due to ineffectiveness
& inefficient imple-
mentation of their
strategies and plans.

Identify Gap:

1. Overlapping or Numerous Borrowing: ASA is a micro-finance-based non-

government organization. According to the respondents, overlapping or
numerous borrowings in microfinance by a single borrower or household is
a severe problem or trouble.

2. Insufficient Time for the Borrower to Repay the Microfinance Institution:

The majority of micro-loans in ASA are issued for the start-up of micro-
enterprises for a short period of time, and the loan must be repaid quickly from
the business's cash flow.

3. Shortage of Manpower: It's tough to recruit a large number of people due to the
COVID-19 pandemic, a lack of program-related resources, and their limited
capacity.

4. Lack of Training and Education: The MRA is now the sole regulator of
Bangladesh's enormous microfinance business. MRA's research and training
capabilities are very limited due to insufficient manpower, resource limitations,
and lack of geographical concentration in our country. So, ASA NGO, as an
MFI, is dealing with a slew of new concerns in order to meet current and future
challenges.
5. The social consequences of targeting women as borrowers: Women have
always been the target of microfinance programs. In ASA NGO, there is also no
change to this. In ASA, women are frequently found to be more financially
responsible than men, with greater payback performance. Women are also more
inclined than men to invest greater earnings in the household and the family's
well-being. But in Bangladesh, there is a patriarchal society. So here, people
can’t take women’s empowerment easily and that creates various social and
religious dilemmas.
 C=Components

Strategic Plan

Mission Statement (01)

To improve the living conditions of the poor at the bottom of the socioeconomic pyramid
through fiscal access.

Vision Statement (01)

To make Bangladesh a poverty-free country.

Goal (02)

1. To reduce poverty in society via microfinance and women’s empowerment.

2. To ensure adequate financial support to the poor through a methodical approach.

Action Plans

Objectives (02)

1. To create groups of the poor and oppressed in an attempt to optimize their socio-eco-
nomic situation through financial programs.
2. To provide help and support through non-financial programs so that the poor can be-
come self-sufficient by acquiring their own capital.
Initiative (04)

1. Loan Security and Risk Fund: provides credit, savings, insurance, and loan security
products to the poor, marginalized, ignored, and disadvantaged in rural and urban areas.
For decades, ASA's cost-effective financial services have been experienced by about 4.1
million households. The ASA's active borrowers (male and female) put their loan money
into a variety of small businesses. They pay off their debts with the profits they produce
from their firm. A tiny portion of the profit is utilized to purchase necessities for the family
and to save. And engaging females increases women’s empowerment.
2. Foreign Remittance Program: provides a foreign remittance service since 2008 in part-
nership with National Bank Ltd. to deliver safer and easier money transfers to the
doorsteps of migrant Bangladeshi nationals' relatives. The organization's remittance ser-
vices were extended to its 3073 branches all over Bangladesh. The major purpose of these
services is to transport money given from other nations to beneficiaries, aiding them as
well as the country's economic development. In 2021, the ASA Remittance Program han-
dled TK ——cr. in international remittances through National Bank Ltd.'s "Western
Union" and "NBL Quick Pay" channels.
3. Agriculture Support Program:
a) Agribusiness Project:
 providing assistance to potential agro-products entrepreneurs and traders, as well as
farmers;
 until December 2021, 18,28,560 clients received loans totaling BDT 9,862 crore (USD
1,164 million);
 until December 2021, 8338 entrepreneurs and farmers were trained.
b) Mushroom Cultivation Program:
 launched in 2015.
 started farming them in Rangamati, Khagrachari, Cox's Bazar, Jessore, Pabna, and
Magura, and the produce of these farms is supplied to the Dhaka metropolis and sur-
rounding metropolitan regions' kitchen markets.
 established 80 more mushroom farms and eight shops in various districts until Decem-
ber 2021.
4. Primary Education Strengthening Program:
a) solving the problem of primary school dropouts;
b) establishing 15,000 learning centers in undeveloped areas across the country, par-
ticularly in rural areas;
c) allocating a Sikha-Sebika (mentor) to each learning center, who delivers learning
help to 25-30 students by hosting a two-hour class/session every day for six days a
week;
d) ensuring students’ participation in extracurricular activities such as singing, danc-
ing, recitation, story-telling, comedy, and acting in learning centers, which serve to
enhance their confidence;
e) holding a monthly meeting with the participation of guardians, mentors, and super-
visors in each learning centre;
f) Arranging the teaching-learning programs across the country serves around
4,00,000 students.

Evaluate and Progress

Measure (04)

1. Initiative 1 examines the comparison between pre and post loans. Average Cycle
Time, Pull-Through Rate, Average Mortgage Loan Value, Fallout Rate, Average
Number of Conditions Per Loan, alpha, beta, R-squared, standard deviation, and
Sharpe ratio.
2. Initiative 2 calculates gross profit earning and value-at-risk.
3. Initiative 3 receives the outputs of the clients and calculates the total selling quantity,
weekly sales ratio, profit percentage, product availability, and agricultural measure-
ment instruments: altimeter, aneroid barometer, and anemometer.
 4. Initiative 4 checks out the reaction, learning, behavior, results, interest, willingness,
and average participation in class.

Target (04)

1. Giving the best service to the borrowers by loans, credits, insurance services, etc to
make ASA a sustainable and cost-effective microfinance organization by 2025.
2. Disbursing loans worth Tk.32,000 crore to 6.4 million clients during the fiscal year
2021-2022 in order to help people cope with COVID-induced pandemic damage
3. Reaching the ultra rural area in Bangladesh and developing the people there as agri-
cultural entrepreneurs and supporting them through loans, training, and various agri-
cultural assistance to improve their living conditions through non-financial programs
of ASA by 2025.
4. Spending Tk.35 crore on corporate social responsibility (CSR) programs such as pri-
mary healthcare, primary education strengthening, physiotherapy, and sanitation by
2023.

Organizational Profile

Name of the organization Bangladesh Bank

Date of establishment 16 December
Location Bangladesh Bank, Motijheel, Dhaka
Number of Staff 1150
Contact No +880-255665001-6
Email webmaster@bb.org.bd

Strategic Planning- Bangladesh Bank

 We at Bangladesh Bank are carrying out its following main functions as
the country's central bank:
Formulating Monetary And Credit Policies;
Managing Currency Issue And Regulating Payment System;
Mission Managing Foreign Exchange Reserves And Regulating The Foreign
Exchange Market;
Regulating And Supervising Banks And Financial Institutions, And
Advising The Government On Interactions And Impacts Of Fiscal,
Monetary And Other Economic Policies.

To develop continually as a forward-looking central bank with competent

and committed professionals of high ethical standards, conducting
monetary management and financial sector supervision to maintain price
stability and financial system robustness, supporting rapid broad based
Vision inclusive economic growth, employment generation and poverty
eradication in Bangladesh

Goal 01: To strength of the financial system, supporting rapid, broad-

based economic growth, creating jobs, and eradicating poverty in
Bangladesh

Goals Goal 02: To fulfill the ever-growing demand for faster and efficient
payment solution

Action Plans
Objectives Objective 01: Objective 02:
To enhance opportunity to Meeting financial services need of
provide safe and affordable the agricultural sector with
services to the customer. innovative products and tools.

Organization 03: Dhaka Ahsania Mohila Mission Girl Orphanage

  Organizational Profile

Name of the School Dhaka Ahsania Mohila Mission Girl Orphanage

Date of establishment 1983
Numbers of Employees and staffs 10
Numbers of permanent teachers 4
Numbers of Students 70 orphan girls
Location 2/D Darus salam Road,Mirpur-1, Dhaka,Bangladesh.
Type Donation base orphans School.
Contract 01711862350 or 01552424518
Website https://www.ahsaniamohilamission.com/
Source: Dhaka Ahsania Mohila Mission, (2022).
  A=Assessment

Internal External
Maintains good discipline. Donor Agencies have willingly agreed to
provide fund for our school, Especially religious
soft corner active.
Excellent and passionate teachers and staff. Governments allowance for orphans and
Strength

orphans act 1994.

Muslim identity and religious faith Government is trying to ensure sustainable free
formation. education and campaigning.

Inadequate amount of funding due to lack of Islamophobia; Islamic institutions are shown in
communication with donors. a negative way for western Culturazition.
Weakness

Extremely dependency on donors. Girls Orphanages do not show interest to attend

school.
Inadequate numbers of employees, teachers, Insecure study environment for girls, Especially
staff and Volunteers. from their male supervisor.

 GAP ANLYSIS
No Specific Gap
1 Inadequate of funds which is an obstacle to enrolment more orphan in the school.
2 Due to the Inadequate numbers of employees, teachers, and staff and impoverished
management systems organization has faces various kinds of problems for doing many
programs in a timely manner.
3 Less number of volunteer’s teacher engage in the school.
4 Communication Gap with national and international donors.
5 A few orphan students are studying here due to the lack of publicity.
  C. Components
 Strategic Plan
Mission Statement: To support community driven sustainable development programs to assist
orphans and vulnerable children.
Vision Statement: to make a society where girl Orphanage children are respected, educated,
valued, cherished and supported from every stages.

 Goals
Goal-1 Goal-2
To ensure education for all Girls Orphanages. To ensure basic necessities for the Girl Orphanage.
 Objectives
Objective-1 Objective-2
To ensure diversification of their learning To provide housing, food, school fees, uniform and
curriculums. study material for each Girl Orphanage students.

 Initiative
Initative-1 Initative-2 Initative-3 Initative-4
Providing effective free Enrolling a large Ensuring funding through Providing food, cloths,
quality education for Girl number of Girl communication with shelters, health and
Orphanage student, Orphanage student in national and international educations to Girl
increase numbers of the school. donors. Orphanage.
teachers and staffs.

 Measure
Mesure-1 Mesure-2 Mesure-3 Mesure-4
Qualitative assessment Quantitative Financial amount that Checklist; Girl
should be applying for assessment Can be collection by donors. Orphanage student
justification of education done by measuring will complete the
quality of students and The number of checklist, and then it
teachers and Quantitative Enrolling student in can be compare with
assessment can be school. global standard.
applying for number of
teachers requirements.
 Target
Target-1 Target-2 Target-3 Target-4
Ensuring complete free To Admit 500 Girl To collection 20 million To ensure the
education and all costs of Orphanage in each taka donation in each year. providing of five basic
orphan girls and Every years. necessities that have
year recruits 30 teachers. mentioned in the
Constitution of the
People‌‌‍’s Republic of
Bangladesh.

Organization 04: Prepare a Strategic Planning of “Shakti Foundation”.

Organizational Profile

Name of the organization Shakti Foundation

Type Nonprofit
Date of establishment April, 1992
Aim Ensure the basic rights of food, health, work & education
for disadvantaged woman across Bangladesh.
Branches 465
District Covered 54
Members 500000
Years 29
Company Size 1001-5000 employees
Headquarters Dhaka
Founder & Executive Director Humaira Islam, PHD
Vision We believe that women are entrepreneurs, change makers
and leaders.
Mission It’s for Disadvantaged Women is committed to empowering
poor women through the development of strong economic
and social resource bases.
A=Assessment

Internal External
Strength Broad network of branches Opportunity People are becoming more
concerned about the economy’s
long-term viability.

Women are increasingly

Experienced top management concerned with becoming self-
dependent.

Use of modern Media support

technology

Centralized management Threat Government restrictions

Weaknesse & lack of political will.
s

Lack of communication skill Micro finance by many

of field employee financial institutions

Restriction of women to come

Weak monitoring team. outside for economic purpose.
Identify Gap:

1 Financial and managerial incompetence.

2 Inadequate funding for programs and logistics.

3 Lack of program-specific resources.

4 Produces a complex working environment from decision making to

implementation.

5 Restriction of women to come outside for various purposes.

C=Components

Strategic Plan

Mission Statement (01)

To end poverty and stabilize social security for disadvantaged women.

Vision Statement (01)

We believe in women's ability to become decision makers, leaders, and change agents in
their communities.

Goal (02)

1.Promote women's empowerment as entrepreneurs, decision-makers, leaders, and change

agents in their families and communities.

2.Strengthen disadvantaged women by promoting socioeconomic independence.

Action Plans

Objectives (02)

1.To deliver social awareness lessons among the disadvantaged women.

2.To promote training and loan facilities among the disadvantaged women.

Initiative (04)

1.Provide social awareness by social media, newspapers etc.

2.Arrange various seminar, meeting for disadvantaged women to aware them.

3.Free training program.

4.Zero interest Loan program for trainees.

Evaluate and Progress

Measure (04)

1.Share the percentage of people who talk about hot topics.

2.Response on current issues by women.

3.Reaction, Learning, Behavior and Outcomes.

4.Notice compare between pre & post loan Status.

Target (04)

1.Assess participation in discussion sessions.

2.Arrange minimum 3 or 4 seminar or meetings within a month.

3.Reward best participant monthly.

4.Arrange for one interview per week by loan acceptor.

Conclusion

Strategic planning is an important process of small businesses. Small businesses undertake

strategic plans in order to determine where they have come from, their current position and
projected future position in terms of business performance. Strategic planning also helps a small
business to formulate strategies to meet future business challenges and take advantage of
potential opportunities. Besides, it also assists the business organizations in determining the
number of resources they have and hence decide on how to best allocate them for the benefit of
business organizations.

However, it is important to be aware of the fact that the process of strategic planning is not a
guarantee that a business entity will enhance its performance. The successful implementation of
strategic plan requires sufficient resources and also that all the stakeholders understand the
contents of the strategic plan.

Strategic planning process does not only have its good part; it has a number of problems
associated with it. Strategic planning process is elaborate and sometimes may get complex and
hence may be left unfinished due to lack of motivation to complete the planning process.
Besides, strategic planning is relatively costly in terms of finances and time.
References:

Dhaka Ahsania Mohila Mission. (2022).About us. Retrieved 20 April 2022, from
https://www.ahsaniamohilamission.com/.
Shakti Foundation Bangladesh. (2019). About. [online] Available at:
<https://www.shakti.org.bd/about> [Accessed 4 April 2022]