CARATULA

1

WORKSHOP FOR ENGLISH TEACHERS
STRATEGIC MANAGEMENT OF ENGLISH
TRAINING WILLIAM ARANDA ARRESE waranda_at_corpac.go
b.pe PERU TESOL CONVENTION Lima, August 2, 2002
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• If I would have only eight hours to cut a tree I
  would use six sharpening mi ax

Abraham Lincoln
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OBJECTIVES OF THE WORKSHOP

• TO RECOGNIZE THE IMPORTANCE OF THE STRATEGIC
  MANAGEMENT OF TRAINING IN ORDER TO ACHIEVE THE
  ORGANIZATIONAL OBJECTIVES OF THE EDUCATIONAL
  INSTITUTIONS

• TO MOTIVATE THE USE OF THE STRATEGIC MANAGEMENT
  OF TRAINING IN ORDER TO OBTAIN RESULTS IN TERMS
  OF COMPETITIVENESS, PRODUCTIVITY, QUALITY AND
  EFFICIENCY

• TO IDENTIFY THE TRAINING ADMINISTRATION PROCESS
  AS A VALUABLE PRODUCT OF AN EFFICIENT STRATEGIC
  MANAGEMENT OF TRAINING

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PARTS OF THE WORKSHOP

• PART 1 STRATEGIC MANAGEMENT CONCEPT
• PART 2 THE TRAINING ADMINISTRATION PROCESS
• PART 3 SUMMARY
• PART 4 CONCLUSIONS
• PART 5 WORKSHOP

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PART 1

• THE STRATEGIC MANAGEMENT CONCEPT

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DEFINITION OF STRATEGIC MANAGEMENT

• It is the art and science of formulating,
  implementing and evaluating multifunctional
  decisions that let an organization achieve its
  objectives.

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STRATEGIC MANAGEMENT STAGES

• FORMULATION

• IMPLEMENTATION

• EVALUATION

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FORMULATION OF THE STRATEGY

• DEVELOPMENT OF THE MISSION OF THE ORGANIZATION

• ANALYSIS OF EXTERNAL OPPORTUNITIES AND THREATS
  AND INTERNAL STRENGTHS AND WEAKNESSES

• ESTABLISHMENT OF OBJECTIVES

• DEFINITION OF STRATEGIES

• ALTERNATIVE DECISIONS

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STRATEGY IMPLEMENTATION

• ESTABLISH ANNUAL OBJECTIVES

• CONCEIVE POLICIES

• MOTIVATE THE PERSONNEL

• ASSIGN RESOURCES

• DEVELOP THE ORGANIZATIONAL CULTURE

• CREATION OF AN EFFECTIVE ORGANIZATIONAL STRUCTURE

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STRATEGY EVALUATION

• REVISION OF INTERNAL AND EXTERNAL FACTORS
• MEASUREMENT OF PERFORMANCE
• TAKE CORRECTIVE ACTIONS

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MISSION DEFINITION

• Statements of purpose that distinguish one
  business from other and identify the focus of the
  operations of an institution, in terms of market
  and given services

What business are we in?
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TESOL MISSION

• To develop the expertise of its members and
  others involved in teaching English to speakers
  of other languages to help them foster effective
  communication in diverse settings respecting
  individualslanguage rights. To this end
• .TESOL articulates and advances standards for
  professional preparation and employment,
  continuing education, and student programs.
• .TESOL links groups worldwide to enhance
  communication among language specialists.
• .TESOL produces high quality programs, services,
  and products.
• .TESOL promotes advocacy to further the
  profession.

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EXTERNAL OPPORTUNITIES AND THREATS

• ECONOMICAL ASPECTS
• SOCIAL ASPECTS
• CULTURAL ASPECTS
• POLITICAL ASPECTS
• LEGAL ASPECTS
• ENVIRONMENTAL ASPECTS
• TECHNOLOGICAL ASPECTS

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INTERNAL STRENGTHS AND WEAKNESSES

• POSITION WITH RESPECT TO COMPETITORS
• PERSONNEL MORALE AND SATISFACTION
• ORGANIZATIONAL CLIMATE
• CUSTOMER LOYALTY AND SATISFACTION

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LONG TERM OBJECTIVES

• They are specific results that an organization
  seeks to achieve in pursing its basic mission
• They are essential for organizational success
  because they provide direction, aid in
  evaluation, create synergy, reveal priorities,
  allow coordination and provide a basis for
  effective planning, organizing, motivating, and
  controlling activities
• Objectives should be challenging, consistent,
  measurable, and clear

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STRATEGIES

• They are the means by which long-term objectives
  will be achieved

• EDUCATIONAL SERVICES DIVERSIFICATION
• MODERN TRAINING EQUIPMENT ADQUISITION
• DEVELOPMENT OF NEW AND INNOVATIVE COURSES AND
  PROGRAMS
• NEW MARKETS PENETRATION
• COSTS REDUCTION
• JOINT VENTURES (STRATEGIC ALLIANCES)

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ANNUAL OBJECTIVES

• They are short-term milestones that
  organizations must achieve to reach long-term
  objectives

They should be measurable, quantitative,
challenging, realistic, consistent and
prioritized
They are very important because they represent
the basis for the correct allocation and
administration of resources necessary for their
achievement
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POLICIES

• THEY ARE THE MEANS BY WHICH ANNUAL OBJECTIVES
  WILL BE ACHIEVED
• POLICIES INCLUDE GUIDELINES, RULES, AND
  PROCEDURES ESTABLISHED TO SUPPORT EFFORTS TO
  ACHIEVE STATED OBJECTIVES.
• THEY ARE GUIDES TO DECISION MAKING AND ADDRESS
  REPETITIVE OR RECURRING SITUATIONS

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STRATEGIC MANAGEMENT OF TRAINING PROCESS
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PART 2

• THE TRAINING ADMINISTRATION PROCESS

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PROCESSES OF TRAINING ADMINISTRATION
I
X
II
IX
VIII
III
VII
IV
VI
V
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THE ANNUAL TRAINING PLAN

• It is the main instrument to achieve the annual
  objectives, and to implement and evaluate
  strategies

To be successful, it should have an adequate
system of promotion and diffusion and should be
designed according to the interests and needs of
the customers of the educational service given by
the institution
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THE ANNUAL TRAINING PLAN

• INSTITUTIONAL MISSION
• ORGANIZATIONAL STRUCTURE
• TRAINING NEEDS DIAGNOSIS
• GENERAL OBJECTIVE OF THE PLAN
• PROGRAMS AND SCHEDULE FOR EXECUTION
• BUDGET
• ADMINISTRATIVE ASPECTS
• EVALUATION AND FOLLOW UP
• AUDIT (Quantity, Quality, Time, Costs)

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THE ANNUAL TRAINING PLANEVALUATION

• MEASURES ACHIEVEMENT OF OBJECTIVES
• TEACHERS PERFORMANCE
• STUDENTS SATISFACTION
• OPERATIVE PROCESSES

OPINION SURVEYS ARE USED
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THE ANNUAL TRAINING PLANAUDIT

• MEASURES LONG TERM RESULTS
• CONSIDERS COST/ BENEFIT RELATION
• ON THE JOB COMPETENCIES GAP
• ESTRATEGIC ASPECTS

CUANTITATIVE AND CUALITATIVE INDICATORS ARE USED
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PART 3

• SUMMARY

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OBJECTIVES OF THE WORKSHOP

• TO RECOGNIZE THE IMPORTANCE OF THE STRATEGIC
  MANAGEMENT OF TRAINING IN ORDER TO ACHIEVE THE
  ORGANIZATIONAL OBJECTIVES OF THE EDUCATIONAL
  INSTITUTIONS

• TO MOTIVATE THE USE OF THE STRATEGIC MANAGEMENT
  OF TRAINING IN ORDER TO OBTAIN RESULTS IN TERMS
  OF COMPETITIVENESS, PRODUCTIVITY, QUALITY AND
  EFFICIENCY

• TO IDENTIFY THE TRAINING ADMINISTRATION AND
  COURSE DEVELOPMENT PROCESSES AS VALUABLE PRODUCTS
  OF AN EFFICIENT STRATEGIC MANAGEMENT OF TRAINING

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STRATEGIC MANAGEMENT OF TRAINING PROCESS
29
PROCESSES OF TRAINING ADMINISTRATION
I
X
II
IX
VIII
III
VII
IV
VI
V
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PART 4

• CONCLUSIONS

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CONCLUSIONS

• IF YOU DO NOT KNOW WHERE YOU ARE GOING, THEN ANY
  ROAD WILL LEAD YOU THERE
• PEOPLE AND ORGANIZATIONS THAT PLAN AHEAD ARE
  MUCH LIKELY TO BECOME WHAT THEY WANT TO BECOME
  THAN THOSE WHO DO NOT PLAN AT ALL

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CONCLUSIONS

• THE APLICATION OF THE STRATEGIC MANAGEMENT OF
  TRAINING LET US OBTAIN THE MAXIMUM BENEFIT FROM
  PEOPLE POTENTIAL (EMPOWERMENT)
• IT REPRESENTS AN PROACTIVE APPROACH FOR DECISION
  MAKING, THAT IS OBJECTIVE, SYSTEMATIC AND LOGICAL
• SUCCESSFUL STRATEGISTS TAKE THE TIME TO THINK
  ABOUT THEIR BUSINESS, WHERE THEY ARE WITH THE
  BUSINESS, AND WHAT THEY WANT TO BE AS AN
  ORGANIZATION

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CONCLUSIONS

• WE CAN IMPLEMENT PROGRAMS AND POLICIES FOR THE
  ACHIEVEMENT OF OBJECTIVES, IN A REASONABLE PERIOD
  OF TIME
• THE ADDED VALUE THAT IS OBTAINED WHEN APPLYING
  STRATEGIC MANAGEMENT OF TRAINING IS VERY
  IMPORTANT FOR THE ACHIEVEMENT OF THE
  INSTITUTIONAL OBJECTIVES

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PART 5

• WORKSHOP

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WORKSHOP

1. WRITE A MISSION STATEMENT FOR YOUR INSTITUTE,
   SCHOOL OR UNIVERSITY IN NO MORE THAN 100 WORDS.
2. FOR YOUR INSTITUTION, LIST TEN EXTERNAL
   OPPORTUNITIES, EXTERNAL THREATS, INTERNAL
   STRENGTHS AND INTERNAL WEAKNESSES.
3. ACCORDING TO THE SITUATIONAL DIAGNOSIS THAT YOU
   ESTABLISHED ON STEP 2, FORMULATE FIVE STRATEGIES
   IN ORDER TO SOLVE THE ACTUAL SITUATION AND
   IMPROVE THE COMPETITIVENESS OF YOUR ORGANIZATION.
4. FORMULATE AT LEAST FOUR ANNUAL OBJECTIVES TO
   REACH IN THE YEAR 2003, INDICATING ACTIVITIES TO
   PERFORM, RESPONSIBLES, RESOURCES NEEDED AND
   SCHEDULE OF ACTIVITIES IN ORDER TO ACHIEVE THESE
   OBJECTIVES.

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WORKSHOP FOR ENGLISH TEACHERS
STRATEGIC MANAGEMENT OF TRAINING WILLIAM
ARANDA ARRESE waranda_at_corpac.gob.pe PERU TESOL
CONVENTION Lima, August 2, 2002