Question 1

Evaluation of strategic planning

Hughes (2003) states that strategic planning is an interaction that centers around strategic and
operational objectives, destinations and methodologies dependent on authoritative approaches,
projects and exercises that are intended to accomplish the establishment's points and alluring
outcomes. As indicated by Poister and Streib (2005), strategic planning should be an activity situated
sort of preparation that is valuable just on the off chance that it is coupled to execution and this is
regularly where the cycle fails.

The strategic-planning process consists of three stages, namely;

a. Strategy formulation,

b. Strategy Implementation, and

c. Strategy evaluation.

The calculated plan offers focus to all other plans in the government. It states the direction that the
institution has selected for its future as well as its game plan ‘(strategy) to compete in the business
world. The strategic plan should be built around the organisations exceptional strengths, it also
undertake to reduce its weaknesses in order to permit the organisation to participate with other
organisations. The strategic plan also deals with crucial opportunities and intimidations that the
changing business environment poses to the organisation.

As detailed earlier, a sound knowledge of what strategic plans encompass is vital for managers at all
ranks of the organisation in order to guarantee that each manager aligns his or her departments or
section’s plans with the overall strategic plan of the organisation .

STRATEGIC PLANNING : WHAT IT ENCOMPASSES

Simplistically stated, strategic planning ‘refers to the process of process of proactively aligning the
organisation (internal environment) with intimidations and opportunities caused by changes in the
outside environment. The main focus of strategic planning is the changing future- not the current or
the past.

Strategic planning therefore

o Is an ongoing activity ( a process ) as the business environment continuously change

o Requires well-developed conceptual skills and is performed mostly by highest management
o Emphases on the organisation as a whole and not on specific departments in the
organisation
o Is future-oriented
o Is concerned with the organisations vision, mission, long –term goals, and strategies
o Aim at involving all management functions
 o Focuses on opportunities that may be exploited, or threats that may be dealt with , through
the application of the organisation’s resources
o Has to comply with corporate governance principles.

Strategic planning process

Vision

Mission

Capabilities
Opportunities and
Strategic goals
threats

Strategy

Implement through: Functional tactics, annual objectives, policies

Institutionalise through: structure, leadership and culture, reward system, training, resources allocation

Strategic control

SAPS strategic planning

Vision

To form a harmless and protected setting for all persons in South Africa (SAPS strategic
planning,2020:20).

Mission

To avert and battle crime that may impend the well-being and sanctuary of any community; Inspect
any crimes menacing the safety and security of any community; Guarantee that delinquents are
brought to justice; and Partake in efforts to address the roots of crime (SAPS strategic
planning,2020:20).

Strategic Goals

The basic policing model that triggers the SAPS’ strategic direction, is a strategic response to the
constantly evolving challenges that the SAPS faces. The model is a representation of an overall
approach to policing that comprises three key dimensions, namely; strategic policing and innovative
policing, reinforced by basic policing principles (SAPS strategic planning,2020:23).
 Furthermore the accomplishment of the use of the strategic and innovative policing methods, are
dependent on the categorical application, specifically; safeguarding that elementary policing
principles are comprehensively and regularly applied. This aspect embraces what is signified to as
“first things first”, which suggests that the significances of the organisation and those of government
will be at the front of everything that the SAPS and its members do. It is, however, imperative that
things are done right, which suggests that the internal and external rules that oversee the
organisation are implicit and correctly implemented. Command and control lies at the heart of the
elementary policing principles aspect and requires that there is responsibility and accountability for
the execution of any function, supported by the consistent application of consequence management
(SAPS strategic planning,2020:24).

Strategy: 2020-2025

1.1. Management of change

1.1.1. Areas of organisational change

Many organisational changes take place in the so-called areas of organisational change, namely in
strategy, structures, technology, and people. When change takes place in any one of these areas,
that change will generally bring about change in another area or areas.

1.1.2. Change in strategy

Most organisations have strategic plans outlining the future course of the business. Any change to
these will mean a change in the functional strategies of the organisation, as well as changes in any of
the other areas of change.

1.1.3. Changing the organisational structure

A change in strategy should normally results in a change of structure. This may involve reducing the
management levels, enlarging the plan of the span of control merging departments or sections,
revising authority, or deciding to decentralise decision-making. Changing an organisation’s structure
is very difficult because of the assigned interests of managers employees, and unions. This is
particularly true in cases of a change in the overall design of an organisation in order to make the
organisation more streamlined.
1.1.4. Technological change

This may involve replacing people with robots, altering equipment or introducing new engineering
process, production process, or systems. A change in technology, on the other hand, can also lead to
a change in strategy or structure.

1.1.5. Changing people

A change in the organisations strategy may necessitate a change in the job description of many
employees, their mindsets and behaviours. Many managers and workers may find change traumatic
and may resist any attempts to change the organisation. In certain managers and employees may
even have to reapply for their own jobs. A strategy change may require completely new
competencies by managers and workers. Internal competition for jobs may cause hostility amongst