Question

7.Who is responsible for evaluating the progress of the strategic and operational plans?

Answer 1

Responsible for evaluating the progress of the strategic and operational plans?

The CEO implements the strategic and operation plans and sends down a command to the subordinates to follow. The managers have to monitor and see that the strategic and operation plans are initiated and put into to effect in turn by their sub-ordinates. The strategic and operational plans are reviewed and evaluated by the CEO and Board of Directors. All this evaluation of progress of the strategic and operational plans are possible through the Scalar Chain of Command

The strategic plan article should insist on who is accountable for the complete implementation of the plan, and also who or which department is responsible for achieving each goal and objective.

The document should also specify who is responsible to monitor the execution of the plan and keep decisions ready based on the results. For example, the board might expect the chief executive to regularly report to the full board about the status of implementation, including progress toward each of the overall strategic goals. In turn, the chief executive might expect regular status reports from middle managers regarding the status toward their achieving the goals and objectives assigned to them.

To evaluate the progress of the strategic and operational plans, questions must be asked from the CEO to Board and vice-versa. This is done at a Board meeting. Few of the questions that are asked and documented during board meetings are;

1. Are goals and objectives being achieved or not? If they are, then acknowledge, reward and communicate the progress. If not, then consider the following questions.

2. Will the goals be achieved according to the timelines specified in the plan? If not, then why?

3. Should the deadlines for completion be changed (be careful about making these changes -- know why efforts are behind schedule before times are changed)?

4. Do personnel have adequate resources (money, equipment, facilities, training, etc.) to achieve the goals?

5. Are the goals and objectives still realistic?

6. Should priorities be changed to put more focus on achieving the goals?

7. Should the goals be changed (be careful about making these changes -- know why efforts are not achieving the goals before changing the goals)?

8. What can be learned from our monitoring and evaluation in order to improve future planning activities and also to improve future monitoring and evaluation efforts?

The goals and objectives should always be evaluated to understand the progress of an organisation.