Strategic Management Courses

  • Social Sciences

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Practical Improvement Science in Health Care: A Roadmap for Getting Results

Learn the skills and tools of improvement science to make positive changes in health, healthcare, and your daily life.

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Resilient Leadership

Develop the skills to lead with courage and conviction through challenging times with this free, 35-minute Harvard Business School (HBS) Online lesson.

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Leading Digital Transformation in Health Care

This is a Harvard Medical School online executive education program designed to provide business leaders with the knowledge, tools and strategies to design and implement technology-enabled change initiatives in health care.

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Business Strategy: Evaluating and Executing the Strategic Plan

Explore the concepts and tools of strategic business management. Learn more about the organizational strategy within which managers make decisions and how it relates to competitive advantage.

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Remote Work Revolution for Everyone

In Remote Work Revolution for Everyone, you will learn to excel in the virtual-work landscape. You will learn how to build trust, increase productivity, use digital tools intelligently, and remain fully aligned with your remote team.

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Advanced Business Strategy: Gaining a Competitive Edge

Learn a new framework for developing a business strategy that maximizes your competitive advantage and disrupts the competition.

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Strategy Execution

This course from Harvard Business School (HBS) Online will equip you with the tools, skills, and frameworks to allocate resources, measure performance, and manage risk so you can successfully implement strategy within your organization.

Health Care Strategy

Health Care Strategy

Combine the best business strategies with the fundamentals of the health care sector.

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Behavioral Decision Making

Gain the critical knowledge and tools you need to make smarter decisions for your organization—and yourself.

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Business Strategy

Start thinking like the top strategists with this course from Harvard Business School (HBS) Online.

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Disruptive Strategy

Strengthen your capacity to make innovation a reality, and unlock your potential to create executive-level strategies, organize for innovation, and discover customer jobs to be done in this course from Harvard Business School (HBS) Online.

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Organizational Leadership

Elevate your leadership skills to take your organization to the next level in this course from Harvard Business School (HBS) Online.

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Innovation and Strategy

Strengthen your organization’s capacity to drive innovation and achieve greater results.

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Driving Nonprofit Performance and Innovation—Virtual

Systematically measure and manage performance in ways that enhance your nonprofit organization's ability to deliver on its mission.

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Agile Leadership: Transforming Mindsets and Capabilities in Your Organization

Learn how you can harness the agile revolution to lead more flexible, innovative, and successful teams.

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1.2 Defining Strategic Management and Strategy

Learning objectives.

  • Learn what strategic management is.
  • Understand the key question addressed by strategic management.
  • Understand why it is valuable to consider different definitions of strategy.
  • Learn what is meant by each of the 5 Ps of strategy.

What Is Strategic Management?

Issues such as those currently faced by Apple are the focus of strategic management because they help answer the key question examined by strategic management —“Why do some firms outperform other firms?” More specifically, strategic management examines how actions and events involving top executives (such as Steve Jobs), firms (Apple), and industries (the tablet market) influence a firm’s success or failure. Formal tools exist for understanding these relationships, and many of these tools are explained and applied in this book. But formal tools are not enough; creativity is just as important to strategic management. Mastering strategy is therefore part art and part science.

This introductory chapter is intended to enable you to understand what strategic management is and why it is important. Because strategy is a complex concept, we begin by explaining five different ways to think about what strategy involves ( Table 1.1 “Defining Strategy: The Five Ps” ). Next, we journey across many centuries to examine the evolution of strategy from ancient times until today. We end this chapter by presenting a conceptual model that maps out one way that executives can work toward mastering strategy. The model also provides an overall portrait of this book’s contents by organizing the remaining nine chapters into a coherent whole.

Defining Strategy: The Five Ps

Defining strategy is not simple. Strategy is a complex concept that involves many different processes and activities within an organization. To capture this complexity, Professor Henry Mintzberg of McGill University in Montreal, Canada, articulated what he labeled as “the 5 Ps of strategy.” According to Mintzberg, understanding how strategy can be viewed as a plan, as a ploy, as a position, as a pattern, and as a perspective is important. Each of these five ways of thinking about strategy is necessary for understanding what strategy is, but none of them alone is sufficient to master the concept (Mintzberg, 1987).

Table 1.1 Defining Strategy: The Five Ps

Strategy as a Plan

Strategic plans are the essence of strategy, according to one classic view of strategy. A strategic plan is a carefully crafted set of steps that a firm intends to follow to be successful. Virtually every organization creates a strategic plan to guide its future. In 1996, Apple’s performance was not strong, and Gilbert F. Amelio was appointed as chief executive officer in the hope of reversing the company’s fortunes. In a speech focused on strategy, Amelio described a plan that centered on leveraging the Internet (which at the time was in its infancy) and developing multimedia products and services. Apple’s subsequent success selling over the Internet via iTunes and with the iPad can be traced back to the plan articulated in 1996 (Markoff, 1996).

A business model should be a central element of a firm’s strategic plan. Simply stated, a business model describes the process through which a firm hopes to earn profits. It probably won’t surprise you to learn that developing a viable business model requires that a firm sell goods or services for more than it costs the firm to create and distribute those goods. A more subtle but equally important aspect of a business model is providing customers with a good or service more cheaply than they can create it themselves.

Consider, for example, large chains of pizza restaurants such as Papa John’s and Domino’s.

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Franchises such as Pizza Hut provide an example of a popular business model that has been successful worldwide.

Wikimedia Foundation – CC BY 2.0.

Because these firms buy their ingredients in massive quantities, they pay far less for these items than any family could (an advantage called economies of scale ). Meanwhile, Papa John’s and Domino’s have developed specialized kitchen equipment that allows them to produce better-tasting pizza than can be created using the basic ovens that most families rely on for cooking. Pizza restaurants thus can make better-tasting pizzas for far less cost than a family can make itself. This business model provides healthy margins and has enabled Papa John’s and Domino’s to become massive firms.

Strategic plans are important to individuals too. Indeed, a well-known proverb states that “he who fails to plan, plans to fail.” In other words, being successful requires a person to lay out a path for the future and then follow that path. If you are reading this, earning a college degree is probably a key step in your strategic plan for your career. Don’t be concerned if your plan is not fully developed, however. Life is full of unexpected twists and turns, so maintaining flexibility is wise for individuals planning their career strategies as well as for firms.

For firms, these unexpected twists and turns place limits on the value of strategic planning. Former heavyweight boxing champion Mike Tyson captured the limitations of strategic plans when he noted, “Everyone has a plan until I punch them in the face.” From that point forward, strategy is less about a plan and more about adjusting to a shifting situation. For firms, changes in the behavior of competitors, customers, suppliers, regulators, and other external groups can all be sources of a metaphorical punch in the face. As events unfold around a firm, its strategic plan may reflect a competitive reality that no longer exists. Because the landscape of business changes rapidly, other ways of thinking about strategy are needed.

Strategy as a Ploy

A second way to view strategy is in terms of ploys. A strategic ploy is a specific move designed to outwit or trick competitors. Ploys often involve using creativity to enhance success. One such case involves the mighty Mississippi River, which is a main channel for shipping cargo to the central portion of the United States. Ships traveling the river enter it near New Orleans, Louisiana. The next major port upriver is Louisiana’s capital, Baton Rouge. A variety of other important ports exist in states farther upriver.

Many decades ago, the governor of Louisiana was a clever and controversial man named Huey Long. Legend has it that Long ordered that a bridge being constructed over the Mississippi River in Baton Rouge be built intentionally low to the ground. This ploy created a captive market for cargo because very large barges simply could not fit under the bridge. Large barges using the Mississippi River thus needed to unload their cargo in either New Orleans or Baton Rouge. Either way, Louisiana would benefit. Of course, owners of ports located farther up the river were not happy.

Ploys can be especially beneficial in the face of much stronger opponents. Military history offers quite a few illustrative examples. Before the American Revolution, land battles were usually fought by two opposing armies, each of which wore brightly colored clothing, marching toward each other across open fields. George Washington and his officers knew that the United States could not possibly defeat better-trained and better-equipped British forces in a traditional battle. To overcome its weaknesses, the American military relied on ambushes, hit-and-run attacks, and other guerilla moves. It even broke an unwritten rule of war by targeting British officers during skirmishes. This was an effort to reduce the opponent’s effectiveness by removing its leadership.

Centuries earlier, the Carthaginian general Hannibal concocted perhaps the most famous ploy ever.

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Hannibal’s clever use of elephants to cross the Alps provides an example of a strategic ploy.

Wikipedia – public domain.

Carthage was at war with Rome, a scary circumstance for most Carthaginians given their far weaker fighting force. The Alps had never been crossed by an army. In fact, the Alps were considered such a treacherous mountain range that the Romans did not bother monitoring the part of their territory that bordered the Alps. No horse was up to the challenge, but Hannibal cleverly put his soldiers on elephants, and his army was able to make the mountain crossing. The Romans were caught completely unprepared and most of them were frightened by the sight of charging elephants. By using the element of surprise, Hannibal was able to lead his army to victory over a much more powerful enemy.

Ploys continue to be important today. In 2011, a pizzeria owner in Pennsylvania was accused of making a rather unique attempt to outmaneuver two rival pizza shops. According to police, the man tried to sabotage his competitors by placing mice in their pizzerias. If the ploy had not been discovered, the two shops could have suffered bad publicity or even been shut down by authorities because of health concerns. Although most strategic ploys are legal, this one was not, and the perpetrator was arrested (Reuters, 2011).

Strategy as a Pattern

Strategy as pattern is a third way to view strategy. This view focuses on the extent to which a firm’s actions over time are consistent. A lack of a strategic pattern helps explain why Kmart deteriorated into bankruptcy in 2002. The company was started in the late nineteenth century as a discount department store. By the middle of the twentieth century, consistently working to be good at discount retailing had led Kmart to become a large and prominent chain.

By the 1980s, however, Kmart began straying from its established strategic pattern. Executives shifted the firm’s focus away from discount retailing and toward diversification. Kmart acquired large stakes in chains involved in sporting goods (Sports Authority), building supplies (Builders Square), office supplies (OfficeMax), and books (Borders). In the 1990s, a new team of executives shifted Kmart’s strategy again. Brands other than Kmart were sold off, and Kmart’s strategy was adjusted to emphasize information technology and supply chain management. The next team of executives decided that Kmart’s strategy would be to compete directly with its much-larger rival, Walmart. The resulting price war left Kmart crippled. Indeed, this last shift in strategy was the fatal mistake that drove Kmart into bankruptcy. Today, Kmart is part of Sears Holding Company, and its prospects remain uncertain.

In contrast, Apple is very consistent in its strategic pattern: It always responds to competitive challenges by innovating. Some of these innovations are complete busts. Perhaps the best known was the Newton, a tablet-like device that may have been ahead of its time. Another was the Pippin, a video game system introduced in 1996 to near-universal derision. Apple TV, a 2007 offering intended to link televisions with the Internet, also failed to attract customers. Such failures do not discourage Apple, however, and enough of its innovations are successful that Apple’s overall performance is excellent. However, there are risks to following a pattern too closely. A consistent pattern can make a company predictable, a possibility that Apple must guard against in the years ahead.

Strategy as a Position

Viewing strategy as a plan, a ploy, and a pattern involve only the actions of a single firm. In contrast, the next P— strategy as position —considers a firm and its competitors. Specifically, strategy as position refers to a firm’s place in the industry relative to its competitors. McDonald’s, for example, has long been and remains the clear leader among fast-food chains. This position offers both good and bad aspects for McDonald’s. One advantage of leading an industry is that many customers are familiar with and loyal to leaders. Being the market leader, however, also makes McDonald’s a target for rivals such as Burger King and Wendy’s. These firms create their strategies with McDonald’s as a primary concern. Old Navy offers another example of strategy as position. Old Navy has been positioned to sell fashionable clothes at competitive prices.

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Old Navy occupies a unique position as the low-cost strategy within the Gap Inc.’s fleet of brands.

Lindsey Turner – clearance – CC BY 2.0.

Old Navy is owned by the same corporation (Gap Inc.) as the midlevel brand the Gap and upscale brand Banana Republic. Each of these three brands is positioned at a different pricing level. The firm hopes that as Old Navy’s customers grow older and more affluent, they will shop at the Gap and then eventually at Banana Republic. A similar positioning of different brands is pursued by General Motors through its Chevrolet (entry level), Buick (midlevel), and Cadillac (upscale) divisions.

Firms can carve out a position by performing certain activities in a different manner than their rivals. For example, Southwest Airlines is able to position itself as a lower-cost and more efficient provider by not offering meals that are common among other airlines. In addition, Southwest does not assign specific seats. This allows for faster loading of passengers. Positioning a firm in this manner can only be accomplished when managers make trade-offs that cut off certain possibilities (such as offering meals and assigned seats) to place their firms in a unique strategic space. When firms position themselves through unique goods and services customers value, business often thrives. But when firms try to please everyone, they often find themselves without the competitive positioning needed for long-term success. Thus deciding what a firm is not going to do is just as important to strategy as deciding what it is going to do (Porter, 1996).

To gain competitive advantage and greater success, firms sometimes change positions. But this can be a risky move. Winn-Dixie became a successful grocer by targeting moderate-income customers. When the firm abandoned this established position to compete for wealthier customers and higher margins, the results were disastrous. The firm was forced into bankruptcy and closed many stores. Winn-Dixie eventually exited bankruptcy, but like Kmart, its future prospects are unclear. In contrast to firms such as Winn-Dixie that change positions, Apple has long maintained a position as a leading innovator in various industries. This positioning has served Apple well.

Strategy as a Perspective

The fifth and final P shifts the focus to inside the minds of the executives running a firm. Strategy as perspective refers to how executives interpret the competitive landscape around them. Because each person is unique, two different executives could look at the same event—such as a new competitor emerging—and attach different meanings to it. One might just see a new threat to his or her firm’s sales; the other might view the newcomer as a potential ally.

An old cliché urges listeners to “make lemons into lemonade.” A good example of applying this idea through strategy as perspective is provided by local government leaders in Sioux City, Iowa. Rather than petition the federal government to change their airport’s unusual call sign—SUX—local leaders decided to leverage the call sign to attract the attention of businesses and tourists to build their city’s economic base. An array of clothing and other goods sporting the SUX name is available at http://www.flysux.com . Some strategists such as these local leaders are willing to take a seemingly sour situation and see the potential sweetness, while other executives remain fixated on the sourness.

Executives who adopt unique and positive perspectives can lead firms to find and exploit opportunities that others simply miss. In the mid-1990s, the Internet was mainly a communication tool for academics and government agencies. Jeff Bezos looked beyond these functions and viewed the Internet as a potential sales channel. After examining a number of different markets that he might enter using the Internet, Bezos saw strong profit potential in the bookselling business, and he began selling books online. Today, the company he created—Amazon—has expanded far beyond its original focus on books to become a dominant retailer in countless different markets. The late Steve Jobs at Apple appeared to take a similar perspective; he saw opportunities where others could not, and his firm has reaped significant benefits as a result.

Key Takeaway

  • Strategic management focuses on firms and the different strategies that they use to become and remain successful. Multiple views of strategy exist, and the 5 Ps described by Henry Mintzberg enhance understanding of the various ways in which firms conceptualize strategy.
  • Have you developed a strategy to manage your career? Should you make it more detailed? Why or why not?
  • Identify an example of each of the 5 Ps of strategy other than the examples offered in this section.
  • What business that you visit regularly seems to have the most successful business model? What makes the business model work?

Markoff, J. 1996, May 14. Apple unveils strategic plan of small steps. New York Times . Retrieved from http://www.nytimes.com/1996/05/14/business/apple-unveils-strategic -plan-of-small-steps.html .

Mintzberg, H. 1987. The strategy concept I: Five Ps for strategy. California Management Review , 30 (1), 11–24.

Porter, M. E. 1996, November–December. What is strategy? Harvard Business Review , 61–79.

Reuters. 2011, March 1. Philadelphia area pizza owner used mice vs. competition—police. Retrieved from news.yahoo.com/s/nm/20110301/od_uk_nm/oukoe_uk_crime_pizza.

Mastering Strategic Management Copyright © 2015 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

BUS501: Strategic Management

Unit 1: introduction to strategy.

Before designing a winning strategy for your organization, let's first review some definitions. This unit will define key terms related to the course. You will see the terms explained in more detail as you navigate the course. However, it is critical to start with a good solid foundation. A few key terms discussed in this unit are strategy, markets, firms, and management. This unit describes how firms must navigate the marketplace and remain competitive. Management often wants to identify their competitors; however, this would be a risky mistake. There are vast considerations companies need to address to create a winning strategy.

A great example of how corporations make moves in the marketplace comes from Microsoft and Google, two well-known tech companies. They are competitors, but they do not compete in all of the same markets. Google primarily competes in the search engine market, where Microsoft has also started to devote more resources with a new "decision engine" called Bing. Likewise, Microsoft competes in the operating system market, and Google has recently diverted resources to compete in this market with Chrome OS. However, competitors do not always compete in the same markets. For example, Apple competes in many markets with Google and Microsoft but makes these companies' products available on its platform. Apple does not have a search engine, so it allows Google and Microsoft to compete on the iPhone. Identifying markets and industries gives a firm the foundation to develop goals and strategies. Microsoft may aim to take 5% of the search engine market from Google and then create a plan to accomplish this.

This unit focuses on topics such as those mentioned above. However, the course will also look at how other smaller businesses and departments might design strategies at different levels within a firm.

Completing this unit should take you approximately 3 hours.

To help you get acclimated to the course and its structure, take a look at this introduction video hosted by the professor who created the course.

BUS501:Strategic Management Unit 1

Upon successful completion of this unit, you will be able to:

  • define strategy in its many forms;
  • discuss the participants in strategy as a hierarchy; and
  • analyze market structures.

1.1: Definition

strategic management lesson plan

This video introduces strategic management, starting with a traditional approach. It leads you through the major concepts that will follow in the course. Do not be overwhelmed by the scope of strategic management. You may want to have the course syllabus in front of you and note the flow of the course as you watch the video.

The videos in this course come from a wide range of business experts, scholars, and organizational leaders. Therefore, you might hear the narrators encourage you to participate in activities outside of our course. Also, the narrators might offer you access to other resources you might consider using as a helpful tool to expand your knowledge of strategic management.

Pay attention to the critical concepts stressed in the instructions included with each activity as you progress through the course.

Before you watch this video, write down your definition of strategy. Pay attention to the role of strategy in achieving organizational goals. This professor has recorded many informational lectures on strategy that we cannot specifically reference in this course because of copyright issues. However, as you continue through the materials in this course, you are encouraged to do your own independent research to access other items by the professors with presentation styles that are meaningful to you.

strategic management lesson plan

Consider this high-level introduction to Strategic Management and its applications. Outline or take notes as you read, and pay attention to the key points identified in each section. Consider the three-legged stool explanation 5 minutes into the Kryscynski video you just viewed, especially the summary. How do the three legs compare with this book's three main processes of strategic business management?

1.1.1: Strategy

Watch this video, which challenges strategic managers to ask the right questions to build a winning business strategy. Start thinking about the metrics, strengths, weaknesses, inputs, and outputs you will need to think about your company's performance.

1.1.2: Markets

Read this short article and study the diagram. This is a good reference item identifying and defining the four basic market structures. In developing a strategy, one needs first to determine the structure the firm is competing in.

This video defines and explains competition in each market structure from an economic viewpoint. In which structure might uniqueness be the most important? In which structure might uniqueness be the least important?

As you watch this video, pay attention to the terms you've heard in your economics courses. Pause the video and review any terms that are unfamiliar to you. Can you name at least one business or service in your community that is an example of (near) perfect competition?

Watch this video for a better understanding of monopolies. Consider the current evolution of these two structures (perfect competition vs. monopoly) in an expanding global-enterprise environment.

1.1.3: Firms

In microeconomics, the purpose of every business is to make a profit. In business strategy management, this profit motive is often opposed by organization goals that bend towards social welfare or the firm's reputation. Read the section on the firm's pricing objectives. Can you identify a business that appears to promote a non-profit business goal, such as being a "green" organization?

Read this section, which serves as an overview of the strategic planning process from a market plan perspective. Various stakeholders may look to a firm to maximize different objectives. Think about how firms are in a competitive marketplace and how they can survive and thrive long term.

1.2: Strategic Hierarchy

This chart summarizes the many levels in a business that may be affected by a strategy decision. As you examine this chart, think about how each level of strategy is interrelated to the others. You must strategically manage a more complex organizational structure to be effective and efficient. Any structure must leverage each part's strengths.

1.3: Industry Analysis

1.3.1: industry classification systems.

Read the introduction, which explains how industries are categorized in the United States. This system allows governments to measure the overall business activity in each sector of the economy.

strategic management lesson plan

The SIC Division Structure is a list of categorizations of businesses and industries. Explore the many classifications and think about how strategies might differ among industries.

1.3.2: Porter's Five Forces

Read this section to learn the difference between internal and external forces and how they affect organizations. Attempt the exercises at the end of the section.

Read this article, which explains Porter's five forces to consider in business strategy development. This model has been the classical approach to industry analysis since the late 1970s.

This section provides an update to Porter's five forces model to account for the effect of technology on strategic management. Thoroughly read the material for this section, then exercises at the end of the section. How would you apply Porter's five forces model in the world today?

Study Sessions

These study sessions are an excellent way to review what you've learned so far and are presented by the professor who created the course. Watch these as you work through the unit and prepare to take the final exam.

We also recommend reviewing this Study Guide before taking the Unit 1 Assessment.

Unit 1 Assessment

strategic management lesson plan

Take this assessment to see how well you understood this unit.

  • This assessment does not count towards your grade . It is just for practice!
  • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
  • You can take this assessment as many times as you want, whenever you want.

Once you submit your answer, evaluate it using the provided guide to responding.

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6 Steps to Make Your Strategic Plan Really Strategic

  • Graham Kenny

strategic management lesson plan

You don’t need dozens of strategic goals.

Many strategic plans aren’t strategic, or even plans. To fix that, try a six step process: first, identify key stakeholders. Second, identify a specific, very important key stakeholder: your target customer. Third, figure out what these stakeholders want from you. Fourth, figure out what you want from them. Fifth, design your strategy around these requirements. Sixth, focus on continuously improving this plan.

Why is it that when a group of managers gets together for a strategic planning session they often emerge with a document that’s devoid of “strategy”, and often not even a plan ?

strategic management lesson plan

  • Graham Kenny is CEO of  Strategic Factors and author of the book Strategy Discovery.   He is a recognized expert in strategy and performance measurement who helps managers, executives, and boards create successful organizations in the private, public, and not-for-profit sectors. He has been a professor of management in universities in the U.S., and Canada.  You can connect to or follow him on  LinkedIn .

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  • Strategic Management

Learn strategic management with online courses and programs

What is strategic management.

Strategic management involves formulating and implementing strategies to achieve organizational goals. This process encompasses numerous tasks. Strategic management professionals are responsible for analyzing data, monitoring industry trends, assessing their organization's performance, developing plans to gain a competitive advantage, and allocating resources efficiently. Additionally, they monitor key performance indicators, evaluate strategic initiatives' outcomes, and make necessary adjustments to stay on track with organizational goals. Footnote 1

Applicable to a range of industries, strategic management offers key benefits. For instance, in the healthcare industry, strategic management practices can help practitioners identify underserved patient populations through market research, develop strategies to improve patient outcomes and satisfaction, and allocate resources to secure new technologies that enhance efficiency and quality of care. 

strategic management lesson plan

Browse online strategic management courses   New

Strategic management course curriculum.

Studying strategic management can look different for each learner. Some might get started with a beginner-level course that can focus on foundational subjects such as strategic management principles and concepts. Other topics covered may include market research, SWOT analysis, competitive advantages, and basic strategic decision-making processes.

Learners can delve deeper into the intricacies of strategic management with an intermediate strategic management course. They may learn advanced analytical techniques such as value chain analysis and scenario planning. Learners may gain insights into industry-specific strategic approaches by exploring case studies from various sectors. Relevant technologies used throughout the course could include advanced data analysis and market research tools, as well as strategic planning software.

With advanced courses, learners may have the opportunity to specialize in areas like healthcare, finance, or technology. These courses typically focus on complex concepts such as corporate governance, strategic leadership, mergers and acquisitions, global strategy, and agile project management. They may also examine cutting-edge technologies and trends shaping strategic management, such as artificial intelligence, business intelligence, blockchain, big data, and sustainability. These types of courses often include simulations and projects to provide practical applications of strategic management concepts.

Aspiring management professionals can discover tailored learning opportunities through edX. A bachelor’s degree program in business administration or a related subject can establish a foundation for careers in management. Master’s degree programs offer a more comprehensive exploration of a field. Alternatively, executive education courses designed for busy professionals, as well as accelerated boot camps provide shorter but focused learning experiences to quickly enhance a professional’s skill set.

Find the right path for you with edX.

Explore strategic management jobs

While strategic management careers span various fields, they have some commonalities. Professionals are trained to share insights with internal stakeholders, such as executives and department heads, to ensure strategy alignment and successful execution and implementation of that strategy. They may also collaborate with external stakeholders. To learn about specific responsibilities, explore these examples of strategic management jobs:

Strategic analyst: Performs extensive data analyses, market research, and competitive intelligence to identify trends, opportunities, and threats. They provide recommendations based on their analyses to support strategic decision-making and assist in formulating effective strategies. Footnote 2

Strategic planner: Responsible for developing and implementing strategic plans. They work closely with key stakeholders to define goals and assess the internal and external environment. From there, they create detailed action plans, allocate resources, and monitor progress to ensure successful execution of the strategy. Footnote 3

Strategic project manager: Oversees the execution of strategic initiatives and projects. They develop project plans, define objectives, allocate resources, and manage project teams. A crucial aspect of their role is monitoring progress to ensure alignment with the overall strategy and making necessary adjustments along the way. Footnote 4

Strategy consultant: Provides expert advice to organizations on strategic matters. Relying on insights from industry research, they work with clients to understand their goals, assess their competitive landscape, and develop tailored strategies that drive growth, increase efficiency, and improve overall performance. Footnote 5

Strategic marketing manager: Develops and executes marketing strategies that align with the overall goals of the organization. They conduct market analyses, identify target audiences, and define positioning and messaging strategies. Other key responsibilities include overseeing marketing campaigns, monitoring performance metrics, and making data-driven adjustments to optimize marketing efforts. Footnote 6

Business development manager: Focuses on identifying and pursuing growth opportunities for the organization. They conduct market research, analyze market trends, and evaluate potential partnerships or acquisitions. Then, they develop strategies to expand the customer base, enter new markets, or introduce new products and services. Footnote 7

Innovation manager: Drives the development and implementation of innovative strategies within organizations. They identify new market opportunities, foster a culture of innovation, and manage the innovation process from idea generation to commercialization. Day to day, they collaborate with cross-functional teams, facilitate brainstorming sessions, and leverage emerging technologies and trends to foster innovation. Footnote 8

Strategic management isn't just relevant in business; it affects everyday life too. From personal finances to career planning, strategic management principles can guide individuals in making informed choices and maximizing their chances of success by considering potential outcomes.

Enhance your strategic management skills with online courses delivered through edX.

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Executive Education

Master's degrees, bachelor's degrees.

Last updated August 2023

  • Introduction
  • 1.1 What Do Managers Do?
  • 1.2 The Roles Managers Play
  • 1.3 Major Characteristics of the Manager's Job
  • Summary of Learning Outcomes
  • Chapter Review Questions
  • Management Skills Application Exercises
  • Managerial Decision Exercises
  • Critical Thinking Case
  • 2.1 Overview of Managerial Decision-Making
  • 2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
  • 2.3 Programmed and Nonprogrammed Decisions
  • 2.4 Barriers to Effective Decision-Making
  • 2.5 Improving the Quality of Decision-Making
  • 2.6 Group Decision-Making
  • 3.1 The Early Origins of Management
  • 3.2 The Italian Renaissance
  • 3.3 The Industrial Revolution
  • 3.4 Taylor-Made Management
  • 3.5 Administrative and Bureaucratic Management
  • 3.6 Human Relations Movement
  • 3.7 Contingency and System Management
  • 4.1 The Organization's External Environment
  • 4.2 External Environments and Industries
  • 4.3 Organizational Designs and Structures
  • 4.4 The Internal Organization and External Environments
  • 4.5 Corporate Cultures
  • 4.6 Organizing for Change in the 21st Century
  • 5.1 Ethics and Business Ethics Defined
  • 5.2 Dimensions of Ethics: The Individual Level
  • 5.3 Ethical Principles and Responsible Decision-Making
  • 5.4 Leadership: Ethics at the Organizational Level
  • 5.5 Ethics, Corporate Culture, and Compliance
  • 5.6 Corporate Social Responsibility (CSR)
  • 5.7 Ethics around the Globe
  • 5.8 Emerging Trends in Ethics, CSR, and Compliance
  • 6.1 Importance of International Management
  • 6.2 Hofstede's Cultural Framework
  • 6.3 The GLOBE Framework
  • 6.4 Cultural Stereotyping and Social Institutions
  • 6.5 Cross-Cultural Assignments
  • 6.6 Strategies for Expanding Globally
  • 6.7 The Necessity of Global Markets
  • 7.1 Entrepreneurship
  • 7.2 Characteristics of Successful Entrepreneurs
  • 7.3 Small Business
  • 7.4 Start Your Own Business
  • 7.5 Managing a Small Business
  • 7.6 The Large Impact of Small Business
  • 7.7 The Small Business Administration
  • 7.8 Trends in Entrepreneurship and Small-Business Ownership
  • 8.1 Gaining Advantages by Understanding the Competitive Environment
  • 8.2 Using SWOT for Strategic Analysis
  • 8.3 A Firm's External Macro Environment: PESTEL
  • 8.4 A Firm's Micro Environment: Porter's Five Forces
  • 8.5 The Internal Environment
  • 8.6 Competition, Strategy, and Competitive Advantage
  • 8.7 Strategic Positioning
  • 9.1 Strategic Management
  • 9.2 Firm Vision and Mission
  • 9.3 The Role of Strategic Analysis in Formulating a Strategy
  • 9.4 Strategic Objectives and Levels of Strategy
  • 9.5 Planning Firm Actions to Implement Strategies
  • 9.6 Measuring and Evaluating Strategic Performance
  • 10.1 Organizational Structures and Design
  • 10.2 Organizational Change
  • 10.3 Managing Change
  • 11.1 An Introduction to Human Resource Management
  • 11.2 Human Resource Management and Compliance
  • 11.3 Performance Management
  • 11.4 Influencing Employee Performance and Motivation
  • 11.5 Building an Organization for the Future
  • 11.6 Talent Development and Succession Planning
  • 12.1 An Introduction to Workplace Diversity
  • 12.2 Diversity and the Workforce
  • 12.3 Diversity and Its Impact on Companies
  • 12.4 Challenges of Diversity
  • 12.5 Key Diversity Theories
  • 12.6 Benefits and Challenges of Workplace Diversity
  • 12.7 Recommendations for Managing Diversity
  • 13.1 The Nature of Leadership
  • 13.2 The Leadership Process
  • 13.3 Leader Emergence
  • 13.4 The Trait Approach to Leadership
  • 13.5 Behavioral Approaches to Leadership
  • 13.6 Situational (Contingency) Approaches to Leadership
  • 13.7 Substitutes for and Neutralizers of Leadership
  • 13.8 Transformational, Visionary, and Charismatic Leadership
  • 13.9 Leadership Needs in the 21st Century
  • 14.1 Motivation: Direction and Intensity
  • 14.2 Content Theories of Motivation
  • 14.3 Process Theories of Motivation
  • 14.4 Recent Research on Motivation Theories
  • 15.1 Teamwork in the Workplace
  • 15.2 Team Development Over Time
  • 15.3 Things to Consider When Managing Teams
  • 15.4 Opportunities and Challenges to Team Building
  • 15.5 Team Diversity
  • 15.6 Multicultural Teams
  • 16.1 The Process of Managerial Communication
  • 16.2 Types of Communications in Organizations
  • 16.3 Factors Affecting Communications and the Roles of Managers
  • 16.4 Managerial Communication and Corporate Reputation
  • 16.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing
  • 17.1 Is Planning Important
  • 17.2 The Planning Process
  • 17.3 Types of Plans
  • 17.4 Goals or Outcome Statements
  • 17.5 Formal Organizational Planning in Practice
  • 17.6 Employees' Responses to Planning
  • 17.7 Management by Objectives: A Planning and Control Technique
  • 17.8 The Control- and Involvement-Oriented Approaches to Planning and Controlling
  • 18.1 MTI—Its Importance Now and In the Future
  • 18.2 Developing Technology and Innovation
  • 18.3 External Sources of Technology and Innovation
  • 18.4 Internal Sources of Technology and Innovation
  • 18.5 Management Entrepreneurship Skills for Technology and Innovation
  • 18.6 Skills Needed for MTI
  • 18.7 Managing Now for Future Technology and Innovation

Learning Outcomes

After reading this chapter, you should be able to answer these questions:

  • What do managers do to help organizations achieve top performance?
  • What are the roles that managers play in organizations?
  • What are the characteristics that effective managers display?

Exploring Managerial Careers

So, you’re in this course and you may have pondered, or discussed with others, what this course will be about. You probably have some preconceptions of what management is all about. You must manage your time, deciding on how much study time you will devote to your management and accounting classes, for instance. You may have had a summer or part-time job where you had a manager whom you had to report to. You may have followed news reports on successful managers like Jeff Bezos of Amazon or Sheryl Sandberg of Facebook and want to learn what made them successful so you can emulate their practices in your business career. You may have the impression (not an accurate one) that management is basically just common sense and that you really don’t need to take this course except that you must meet your degree requirement.

You may be an accounting or marketing major who is taking this class because it is required for completion of your degree requirements, but you don’t think that you will ever require what you learn in this class during your career since you don’t plan on applying for HR jobs upon graduation. If you’re believing this, you could not be more mistaken. Regardless of where you are in your career, be it as an individual contributor, project leader, or middle or senior manager, what you will get out of this course will be valuable. If your first job out of college is as an accountant, sales representative, or another entry-level position, you will appreciate the roles that your managers, both direct and senior level, play in an organization and the behaviors and actions that will get you recognized and appreciated. Best of luck!

Most management textbooks would say, as does this one, that managers spend their time engaged in planning, organizing, staffing, directing, coordinating, reporting, and controlling. These activities, as Hannaway found in her study of managers at work, “do not, in fact, describe what managers do.” 1 At best they seem to describe vague objectives that managers are continually trying to accomplish. The real world, however, is far from being that simple. The world in which most managers work is a “messy and hectic stream of ongoing activity.” 2

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Want to cite, share, or modify this book? This book uses the Creative Commons Attribution License and you must attribute OpenStax.

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  • Authors: David S. Bright, Anastasia H. Cortes
  • Publisher/website: OpenStax
  • Book title: Principles of Management
  • Publication date: Mar 20, 2019
  • Location: Houston, Texas
  • Book URL: https://openstax.org/books/principles-management/pages/1-introduction
  • Section URL: https://openstax.org/books/principles-management/pages/1-introduction

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Empowering Organizations: The Blueprint for Future Success

In the fast-paced world of business, it's imperative to think ahead. But how can an organization ensure its relevance, leadership, and innovation 20 years down the line? Enter the world of strategic planning - an essential tool for visionary leaders, committed to long-term success. Our course, "Blueprint for Future Success," is tailored to equip leaders with the skills and insights required to chart a course for sustained organizational excellence.

Strategic planning isn't just about setting goals; it's about envisioning the future, understanding the present, and building a bridge between the two. While business plans and long-term plans have their place, strategic planning is the compass that guides a business through uncertain waters, ensuring it remains true to its core values, mission, and vision.

Through this comprehensive course, participants will gain:

Clarity and Focus : Understand the nuances and distinctions between various planning models - from business plans to long-term planning, and pinpoint the unique value that strategic planning brings to the table.

Foundation Building : Learn the significance of mandates, both formal and informal, and craft compelling mission and vision statements that resonate and align with your organization's ethos. Dive deep into the role of values, and explore their transformative impact on decision-making and organizational culture.

Strength and Vulnerability Analysis : Engage with diagnostic tools and frameworks to truly dissect your organization's strengths and weaknesses. More importantly, discover how perceived weaknesses might be leveraged as unique strengths or differentiators.

Risk Management : In the business realm, risks are unavoidable. This course empowers leaders to evaluate, prioritize, and mitigate these risks, turning potential pitfalls into opportunities for growth.

Resource Optimization : From human capital to financial assets, understand how to allocate and prioritize resources effectively to align with your strategic vision.

Constructing the Blueprint : Dive into the structural elements of a strategic plan. Understand the significance and role of each segment, and gain hands-on experience in crafting a robust, actionable, and comprehensive strategic plan.

Engagement and Communication : A strategic plan is only as effective as its execution. Unravel the secrets of ensuring organizational buy-in, fostering a sense of ownership among stakeholders, and effective communication strategies to keep everyone on the same page.

Future-Proofing : The business landscape is ever-evolving. Acquire the tools and methodologies to keep your strategic plan dynamic, updated, and relevant, ensuring your organization is always one step ahead.

In conclusion, "Blueprint for Future Success" is not just another course; it's an investment in the future of your organization. Designed for forward-thinking leaders, this course offers a holistic and in-depth exploration of strategic planning, ensuring that your organization doesn't just survive but thrives in the decades to come. Join us in this transformative journey and carve a path to unparalleled success.

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Lesson 1: Introduction to Strategic Planning. What Is It? What Are the Benefits?

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Lesson 2: Analyzing the State of Your Organization

Lesson 3: clarifying organization mandates and mission, lesson 4: assessing the environment and identifying strengths and weaknesses, lesson 5: collecting and analyzing the data, and what are the issues, lesson 6: stating the mission, vision, and values, lesson 7: formulate and plan immediate and long-term outcomes, lesson 8: prioritizing needs and identifying risks, lesson 9: designing and validating tactics, lesson 10: prioritizing tactics and resources, lesson 11: outlining and designing the plan including budgets, lesson 12: process design and action guidelines, lesson 13: documenting and communicating the plan, lesson 14: updating and revising the plan, learning outcomes.

  • Define and describe strategic planning.
  • Summarize the process of analyzing the state of your organization.
  • Clarify your organization mandates and mission.
  • Assess the environment and identifying strengths and weaknesses.
  • Collect and analyzing the data - what are the issues.
  • Summarize the mission, vision, and values.
  • Formulate and plan immediate and long-term outcomes.
  • Summarize and prioritize your needs and identify risks.
  • Summarize howto prioritize tactics and resources.
  • Describe processes for outlining, designing plan, including budgets.
  • Define action guidelines.
  • Document and communicate the plan.
  • Update and revise the plan.
  • Demonstrate mastery of lesson content at levels of 70% or higher.

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  • 7 strategic planning models, plus 8 fra ...

7 strategic planning models, plus 8 frameworks to help you get started

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Strategic planning is vital in defining where your business is going in the next three to five years. With the right strategic planning models and frameworks, you can uncover opportunities, identify risks, and create a strategic plan to fuel your organization’s success. We list the most popular models and frameworks and explain how you can combine them to create a strategic plan that fits your business.

A strategic plan is a great tool to help you hit your business goals . But sometimes, this tool needs to be updated to reflect new business priorities or changing market conditions. If you decide to use a model that already exists, you can benefit from a roadmap that’s already created. The model you choose can improve your knowledge of what works best in your organization, uncover unknown strengths and weaknesses, or help you find out how you can outpace your competitors.

In this article, we cover the most common strategic planning models and frameworks and explain when to use which one. Plus, get tips on how to apply them and which models and frameworks work well together. 

Strategic planning models vs. frameworks

First off: This is not a one-or-nothing scenario. You can use as many or as few strategic planning models and frameworks as you like. 

When your organization undergoes a strategic planning phase, you should first pick a model or two that you want to apply. This will provide you with a basic outline of the steps to take during the strategic planning process.

[Inline illustration] Strategic planning models vs. frameworks (Infographic)

During that process, think of strategic planning frameworks as the tools in your toolbox. Many models suggest starting with a SWOT analysis or defining your vision and mission statements first. Depending on your goals, though, you may want to apply several different frameworks throughout the strategic planning process.

For example, if you’re applying a scenario-based strategic plan, you could start with a SWOT and PEST(LE) analysis to get a better overview of your current standing. If one of the weaknesses you identify has to do with your manufacturing process, you could apply the theory of constraints to improve bottlenecks and mitigate risks. 

Now that you know the difference between the two, learn more about the seven strategic planning models, as well as the eight most commonly used frameworks that go along with them.

[Inline illustration] The seven strategic planning models (Infographic)

1. Basic model

The basic strategic planning model is ideal for establishing your company’s vision, mission, business objectives, and values. This model helps you outline the specific steps you need to take to reach your goals, monitor progress to keep everyone on target, and address issues as they arise.

If it’s your first strategic planning session, the basic model is the way to go. Later on, you can embellish it with other models to adjust or rewrite your business strategy as needed. Let’s take a look at what kinds of businesses can benefit from this strategic planning model and how to apply it.

Small businesses or organizations

Companies with little to no strategic planning experience

Organizations with few resources 

Write your mission statement. Gather your planning team and have a brainstorming session. The more ideas you can collect early in this step, the more fun and rewarding the analysis phase will feel.

Identify your organization’s goals . Setting clear business goals will increase your team’s performance and positively impact their motivation.

Outline strategies that will help you reach your goals. Ask yourself what steps you have to take in order to reach these goals and break them down into long-term, mid-term, and short-term goals .

Create action plans to implement each of the strategies above. Action plans will keep teams motivated and your organization on target.

Monitor and revise the plan as you go . As with any strategic plan, it’s important to closely monitor if your company is implementing it successfully and how you can adjust it for a better outcome.

2. Issue-based model

Also called goal-based planning model, this is essentially an extension of the basic strategic planning model. It’s a bit more dynamic and very popular for companies that want to create a more comprehensive plan.

Organizations with basic strategic planning experience

Businesses that are looking for a more comprehensive plan

Conduct a SWOT analysis . Assess your organization’s strengths, weaknesses, opportunities, and threats with a SWOT analysis to get a better overview of what your strategic plan should focus on. We’ll give into how to conduct a SWOT analysis when we get into the strategic planning frameworks below.

Identify and prioritize major issues and/or goals. Based on your SWOT analysis, identify and prioritize what your strategic plan should focus on this time around.

Develop your main strategies that address these issues and/or goals. Aim to develop one overarching strategy that addresses your highest-priority goal and/or issue to keep this process as simple as possible.

Update or create a mission and vision statement . Make sure that your business’s statements align with your new or updated strategy. If you haven’t already, this is also a chance for you to define your organization’s values.

Create action plans. These will help you address your organization’s goals, resource needs, roles, and responsibilities. 

Develop a yearly operational plan document. This model works best if your business repeats the strategic plan implementation process on an annual basis, so use a yearly operational plan to capture your goals, progress, and opportunities for next time.

Allocate resources for your year-one operational plan. Whether you need funding or dedicated team members to implement your first strategic plan, now is the time to allocate all the resources you’ll need.

Monitor and revise the strategic plan. Record your lessons learned in the operational plan so you can revisit and improve it for the next strategic planning phase.

The issue-based plan can repeat on an annual basis (or less often once you resolve the issues). It’s important to update the plan every time it’s in action to ensure it’s still doing the best it can for your organization.

You don’t have to repeat the full process every year—rather, focus on what’s a priority during this run.

3. Alignment model

This model is also called strategic alignment model (SAM) and is one of the most popular strategic planning models. It helps you align your business and IT strategies with your organization’s strategic goals. 

You’ll have to consider four equally important, yet different perspectives when applying the alignment strategic planning model:

Strategy execution: The business strategy driving the model

Technology potential: The IT strategy supporting the business strategy

Competitive potential: Emerging IT capabilities that can create new products and services

Service level: Team members dedicated to creating the best IT system in the organization

Ideally, your strategy will check off all the criteria above—however, it’s more likely you’ll have to find a compromise. 

Here’s how to create a strategic plan using the alignment model and what kinds of companies can benefit from it.

Organizations that need to fine-tune their strategies

Businesses that want to uncover issues that prevent them from aligning with their mission

Companies that want to reassess objectives or correct problem areas that prevent them from growing

Outline your organization’s mission, programs, resources, and where support is needed. Before you can improve your statements and approaches, you need to define what exactly they are.

Identify what internal processes are working and which ones aren’t. Pinpoint which processes are causing problems, creating bottlenecks , or could otherwise use improving. Then prioritize which internal processes will have the biggest positive impact on your business.

Identify solutions. Work with the respective teams when you’re creating a new strategy to benefit from their experience and perspective on the current situation.

Update your strategic plan with the solutions. Update your strategic plan and monitor if implementing it is setting your business up for improvement or growth. If not, you may have to return to the drawing board and update your strategic plan with new solutions.

4. Scenario model

The scenario model works great if you combine it with other models like the basic or issue-based model. This model is particularly helpful if you need to consider external factors as well. These can be government regulations, technical, or demographic changes that may impact your business.

Organizations trying to identify strategic issues and goals caused by external factors

Identify external factors that influence your organization. For example, you should consider demographic, regulation, or environmental factors.

Review the worst case scenario the above factors could have on your organization. If you know what the worst case scenario for your business looks like, it’ll be much easier to prepare for it. Besides, it’ll take some of the pressure and surprise out of the mix, should a scenario similar to the one you create actually occur.

Identify and discuss two additional hypothetical organizational scenarios. On top of your worst case scenario, you’ll also want to define the best case and average case scenarios. Keep in mind that the worst case scenario from the previous step can often provoke strong motivation to change your organization for the better. However, discussing the other two will allow you to focus on the positive—the opportunities your business may have ahead.

Identify and suggest potential strategies or solutions. Everyone on the team should now brainstorm different ways your business could potentially respond to each of the three scenarios. Discuss the proposed strategies as a team afterward.

Uncover common considerations or strategies for your organization. There’s a good chance that your teammates come up with similar solutions. Decide which ones you like best as a team or create a new one together.

Identify the most likely scenario and the most reasonable strategy. Finally, examine which of the three scenarios is most likely to occur in the next three to five years and how your business should respond to potential changes.

5. Self-organizing model

Also called the organic planning model, the self-organizing model is a bit different from the linear approaches of the other models. You’ll have to be very patient with this method. 

This strategic planning model is all about focusing on the learning and growing process rather than achieving a specific goal. Since the organic model concentrates on continuous improvement , the process is never really over.

Large organizations that can afford to take their time

Businesses that prefer a more naturalistic, organic planning approach that revolves around common values, communication, and shared reflection

Companies that have a clear understanding of their vision

Define and communicate your organization’s cultural values . Your team can only think clearly and with solutions in mind when they have a clear understanding of your organization's values.

Communicate the planning group’s vision for the organization. Define and communicate the vision with everyone involved in the strategic planning process. This will align everyone’s ideas with your company’s vision.

Discuss what processes will help realize the organization’s vision on a regular basis. Meet every quarter to discuss strategies or tactics that will move your organization closer to realizing your vision.

6. Real-time model

This fluid model can help organizations that deal with rapid changes to their work environment. There are three levels of success in the real-time model: 

Organizational: At the organizational level, you’re forming strategies in response to opportunities or trends.

Programmatic: At the programmatic level, you have to decide how to respond to specific outcomes or environmental changes.

Operational: On the operational level, you will study internal systems, policies, and people to develop a strategy for your company.

Figuring out your competitive advantage can be difficult, but this is absolutely crucial to ensure success. Whether it’s a unique asset or strength your organization has or an outstanding execution of services or programs—it’s important that you can set yourself apart from others in the industry to succeed.

Companies that need to react quickly to changing environments

Businesses that are seeking new tools to help them align with their organizational strategy

Define your mission and vision statement. If you ever feel stuck formulating your company’s mission or vision statement, take a look at those of others. Maybe Asana’s vision statement sparks some inspiration.

Research, understand, and learn from competitor strategy and market trends. Pick a handful of competitors in your industry and find out how they’ve created success for themselves. How did they handle setbacks or challenges? What kinds of challenges did they even encounter? Are these common scenarios in the market? Learn from your competitors by finding out as much as you can about them.

Study external environments. At this point, you can combine the real-time model with the scenario model to find solutions to threats and opportunities outside of your control.

Conduct a SWOT analysis of your internal processes, systems, and resources. Besides the external factors your team has to consider, it’s also important to look at your company’s internal environment and how well you’re prepared for different scenarios.

Develop a strategy. Discuss the results of your SWOT analysis to develop a business strategy that builds toward organizational, programmatic, and operational success.

Rinse and repeat. Monitor how well the new strategy is working for your organization and repeat the planning process as needed to ensure you’re on top or, perhaps, ahead of the game. 

7. Inspirational model

This last strategic planning model is perfect to inspire and energize your team as they work toward your organization’s goals. It’s also a great way to introduce or reconnect your employees to your business strategy after a merger or acquisition.

Businesses with a dynamic and inspired start-up culture

Organizations looking for inspiration to reinvigorate the creative process

Companies looking for quick solutions and strategy shifts

Gather your team to discuss an inspirational vision for your organization. The more people you can gather for this process, the more input you will receive.

Brainstorm big, hairy audacious goals and ideas. Encouraging your team not to hold back with ideas that may seem ridiculous will do two things: for one, it will mitigate the fear of contributing bad ideas. But more importantly, it may lead to a genius idea or suggestion that your team wouldn’t have thought of if they felt like they had to think inside of the box.

Assess your organization’s resources. Find out if your company has the resources to implement your new ideas. If they don’t, you’ll have to either adjust your strategy or allocate more resources.

Develop a strategy balancing your resources and brainstorming ideas. Far-fetched ideas can grow into amazing opportunities but they can also bear great risk. Make sure to balance ideas with your strategic direction. 

Now, let’s dive into the most commonly used strategic frameworks.

8. SWOT analysis framework

One of the most popular strategic planning frameworks is the SWOT analysis . A SWOT analysis is a great first step in identifying areas of opportunity and risk—which can help you create a strategic plan that accounts for growth and prepares for threats.

SWOT stands for strengths, weaknesses, opportunities, and threats. Here’s an example:

[Inline illustration] SWOT analysis (Example)

9. OKRs framework

A big part of strategic planning is setting goals for your company. That’s where OKRs come into play. 

OKRs stand for objective and key results—this goal-setting framework helps your organization set and achieve goals. It provides a somewhat holistic approach that you can use to connect your team’s work to your organization’s big-picture goals.  When team members understand how their individual work contributes to the organization’s success, they tend to be more motivated and produce better results

10. Balanced scorecard (BSC) framework

The balanced scorecard is a popular strategic framework for businesses that want to take a more holistic approach rather than just focus on their financial performance. It was designed by David Norton and Robert Kaplan in the 1990s, it’s used by companies around the globe to: 

Communicate goals

Align their team’s daily work with their company’s strategy

Prioritize products, services, and projects

Monitor their progress toward their strategic goals

Your balanced scorecard will outline four main business perspectives:

Customers or clients , meaning their value, satisfaction, and/or retention

Financial , meaning your effectiveness in using resources and your financial performance

Internal process , meaning your business’s quality and efficiency

Organizational capacity , meaning your organizational culture, infrastructure and technology, and human resources

With the help of a strategy map, you can visualize and communicate how your company is creating value. A strategy map is a simple graphic that shows cause-and-effect connections between strategic objectives. 

The balanced scorecard framework is an amazing tool to use from outlining your mission, vision, and values all the way to implementing your strategic plan .

You can use an integration like Lucidchart to create strategy maps for your business in Asana.

11. Porter’s Five Forces framework

If you’re using the real-time strategic planning model, Porter’s Five Forces are a great framework to apply. You can use it to find out what your product’s or service’s competitive advantage is before entering the market.

Developed by Michael E. Porter , the framework outlines five forces you have to be aware of and monitor:

[Inline illustration] Porter’s Five Forces framework (Infographic)

Threat of new industry entrants: Any new entry into the market results in increased pressure on prices and costs. 

Competition in the industry: The more competitors that exist, the more difficult it will be for you to create value in the market with your product or service.

Bargaining power of suppliers: Suppliers can wield more power if there are less alternatives for buyers or it’s expensive, time consuming, or difficult to switch to a different supplier.

Bargaining power of buyers: Buyers can wield more power if the same product or service is available elsewhere with little to no difference in quality.

Threat of substitutes: If another company already covers the market’s needs, you’ll have to create a better product or service or make it available for a lower price at the same quality in order to compete.

Remember, industry structures aren’t static. The more dynamic your strategic plan is, the better you’ll be able to compete in a market.

12. VRIO framework

The VRIO framework is another strategic planning tool designed to help you evaluate your competitive advantage. VRIO stands for value, rarity, imitability, and organization.

It’s a resource-based theory developed by Jay Barney. With this framework, you can study your firmed resources and find out whether or not your company can transform them into sustained competitive advantages. 

Firmed resources can be tangible (e.g., cash, tools, inventory, etc.) or intangible (e.g., copyrights, trademarks, organizational culture, etc.). Whether these resources will actually help your business once you enter the market depends on four qualities:

Valuable : Will this resource either increase your revenue or decrease your costs and thereby create value for your business?

Rare : Are the resources you’re using rare or can others use your resources as well and therefore easily provide the same product or service?

Inimitable : Are your resources either inimitable or non-substitutable? In other words, how unique and complex are your resources?

Organizational: Are you organized enough to use your resources in a way that captures their value, rarity, and inimitability?

It’s important that your resources check all the boxes above so you can ensure that you have sustained competitive advantage over others in the industry.

13. Theory of Constraints (TOC) framework

If the reason you’re currently in a strategic planning process is because you’re trying to mitigate risks or uncover issues that could hurt your business—this framework should be in your toolkit.

The theory of constraints (TOC) is a problem-solving framework that can help you identify limiting factors or bottlenecks preventing your organization from hitting OKRs or KPIs . 

Whether it’s a policy, market, or recourse constraint—you can apply the theory of constraints to solve potential problems, respond to issues, and empower your team to improve their work with the resources they have.

14. PEST/PESTLE analysis framework

The idea of the PEST analysis is similar to that of the SWOT analysis except that you’re focusing on external factors and solutions. It’s a great framework to combine with the scenario-based strategic planning model as it helps you define external factors connected to your business’s success.

PEST stands for political, economic, sociological, and technological factors. Depending on your business model, you may want to expand this framework to include legal and environmental factors as well (PESTLE). These are the most common factors you can include in a PESTLE analysis:

Political: Taxes, trade tariffs, conflicts

Economic: Interest and inflation rate, economic growth patterns, unemployment rate

Social: Demographics, education, media, health

Technological: Communication, information technology, research and development, patents

Legal: Regulatory bodies, environmental regulations, consumer protection

Environmental: Climate, geographical location, environmental offsets

15. Hoshin Kanri framework

Hoshin Kanri is a great tool to communicate and implement strategic goals. It’s a planning system that involves the entire organization in the strategic planning process. The term is Japanese and stands for “compass management” and is also known as policy management. 

This strategic planning framework is a top-down approach that starts with your leadership team defining long-term goals which are then aligned and communicated with every team member in the company. 

You should hold regular meetings to monitor progress and update the timeline to ensure that every teammate’s contributions are aligned with the overarching company goals.

Stick to your strategic goals

Whether you’re a small business just starting out or a nonprofit organization with decades of experience, strategic planning is a crucial step in your journey to success. 

If you’re looking for a tool that can help you and your team define, organize, and implement your strategic goals, Asana is here to help. Our goal-setting software allows you to connect all of your team members in one place, visualize progress, and stay on target.

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Strategies for Effective Lesson Planning

Stiliana milkova center for research on learning and teaching.

A lesson plan is the instructor’s road map of what students need to learn and how it will be done effectively during the class time. Before you plan your lesson, you will first need to identify the learning objectives for the class meeting.  Then, you can design appropriate learning activities and develop strategies to obtain feedback on student learning. A successful lesson plan addresses and integrates these three key components:

  • Objectives for student learning
  • Teaching/learning activities
  • Strategies to check student understanding

Specifying concrete objectives for student learning will help you determine the kinds of teaching and learning activities you will use in class, while those activities will define how you will check whether the learning objectives have been accomplished (see Fig. 1).

LessonPlan

Steps for Preparing a Lesson Plan

Below are six steps to guide you when you create your first lesson plans. Each step is accompanied by a set of questions meant to prompt reflection and aid you in designing your teaching and learning activities.

(1) Outline learning objectives

The first step is to determine what you want students to learn and be able to do at the end of class. To help you specify your objectives for student learning, answer the following questions:

  • What is the topic of the lesson?
  • What do I want students to learn?
  • What do I want them to understand and be able to do at the end of class?
  • What do I want them to take away from this particular lesson?

Once you outline the learning objectives for the class meeting, rank them in terms of their importance. This step will prepare you for managing class time and accomplishing the more important learning objectives in case you are pressed for time. Consider the following questions:

  • What are the most important concepts, ideas, or skills I want students to be able to grasp and apply?
  • Why are they important?
  • If I ran out of time, which ones could not be omitted?
  • And conversely, which ones could I skip if pressed for time?

(2) Develop the introduction

Now that you have your learning objectives in order of their importance, design the specific activities you will use to get students to understand and apply what they have learned. Because you will have a diverse body of students with different academic and personal experiences, they may already be familiar with the topic. That is why you might start with a question or activity to gauge students’ knowledge of the subject or possibly, their preconceived notions about it. For example, you can take a simple poll: “How many of you have heard of X? Raise your hand if you have.” You can also gather background information from your students prior to class by sending students an electronic survey or asking them to write comments on index cards. This additional information can help shape your introduction, learning activities, etc.  When you have an idea of the students’ familiarity with the topic, you will also have a sense of what to focus on.

Develop a creative introduction to the topic to stimulate interest and encourage thinking. You can use a variety of approaches to engage students (e.g., personal anecdote, historical event, thought-provoking dilemma, real-world example, short video clip, practical application, probing question, etc.). Consider the following questions when planning your introduction:

  • How will I check whether students know anything about the topic or have any preconceived notions about it?
  • What are some commonly held ideas (or possibly misconceptions) about this topic that students might be familiar with or might espouse?
  • What will I do to introduce the topic?

 (3) Plan the specific learning activities (the main body of the lesson)

Prepare several different ways of explaining the material (real-life examples, analogies, visuals, etc.) to catch the attention of more students and appeal to different learning styles. As you plan your examples and activities, estimate how much time you will spend on each. Build in time for extended explanation or discussion, but also be prepared to move on quickly to different applications or problems, and to identify strategies that check for understanding. These questions would help you design the learning activities you will use:

  • What will I do to explain the topic?
  • What will I do to illustrate the topic in a different way?
  • How can I engage students in the topic?
  • What are some relevant real-life examples, analogies, or situations that can help students understand the topic?
  • What will students need to do to help them understand the topic better?

(4) Plan to check for understanding

Now that you have explained the topic and illustrated it with different examples, you need to check for student understanding – how will you know that students are learning? Think about specific questions you can ask students in order to check for understanding, write them down, and then paraphrase them so that you are prepared to ask the questions in different ways. Try to predict the answers your questions will generate. Decide on whether you want students to respond orally or in writing. You can look at Strategies to Extend Student Thinking , http://www.crlt.umich.edu/gsis/P4_4.php to help you generate some ideas and you can also ask yourself these questions:

  • What questions will I ask students to check for understanding?
  • What will I have students do to demonstrate that they are following?
  • Going back to my list of learning objectives, what activity can I have students do to check whether each of those has been accomplished?

An important strategy that will also help you with time management is to anticipate students’ questions. When planning your lesson, decide what kinds of questions will be productive for discussion and what questions might sidetrack the class. Think about and decide on the balance between covering content (accomplishing your learning objectives) and ensuring that students understand.

(5) Develop a conclusion and a preview

Go over the material covered in class by summarizing the main points of the lesson. You can do this in a number of ways: you can state the main points yourself (“Today we talked about…”), you can ask a student to help you summarize them, or you can even ask all students to write down on a piece of paper what they think were the main points of the lesson. You can review the students’ answers to gauge their understanding of the topic and then explain anything unclear the following class. Conclude the lesson not only by summarizing the main points, but also by previewing the next lesson. How does the topic relate to the one that’s coming? This preview will spur students’ interest and help them connect the different ideas within a larger context.

(6) Create a realistic timeline

GSIs know how easy it is to run out of time and not cover all of the many points they had planned to cover. A list of ten learning objectives is not realistic, so narrow down your list to the two or three key concepts, ideas, or skills you want students to learn. Instructors also agree that they often need to adjust their lesson plan during class depending on what the students need. Your list of prioritized learning objectives will help you make decisions on the spot and adjust your lesson plan as needed. Having additional examples or alternative activities will also allow you to be flexible. A realistic timeline will reflect your flexibility and readiness to adapt to the specific classroom environment. Here are some strategies for creating a realistic timeline:

  • Estimate how much time each of the activities will take, then plan some extra time for each
  • When you prepare your lesson plan, next to each activity indicate how much time you expect it will take
  • Plan a few minutes at the end of class to answer any remaining questions and to sum up key points
  • Plan an extra activity or discussion question in case you have time left
  • Be flexible – be ready to adjust your lesson plan to students’ needs and focus on what seems to be more productive rather than sticking to your original plan

Presenting the Lesson Plan

Letting your students know what they will be learning and doing in class will help keep them more engaged and on track. You can share your lesson plan by writing a brief agenda on the board or telling students explicitly what they will be learning and doing in class. You can outline on the board or on a handout the learning objectives for the class. Providing a meaningful organization of the class time can help students not only remember better, but also follow your presentation and understand the rationale behind in-class activities. Having a clearly visible agenda (e.g., on the board) will also help you and students stay on track.

Reflecting on Your Lesson Plan

A lesson plan may not work as well as you had expected due to a number of extraneous circumstances. You should not get discouraged – it happens to even the most experienced teachers! Take a few minutes after each class to reflect on what worked well and why, and what you could have done differently. Identifying successful and less successful organization of class time and activities would make it easier to adjust to the contingencies of the classroom. For additional feedback on planning and managing class time, you can use the following resources: student feedback, peer observation, viewing a videotape of your teaching, and consultation with a staff member at CRLT (see also, Improving Your Teaching: Obtaining Feedback , http://www.crlt.umich.edu/gsis/P9_1.php and Early Feedback Form , http://www.crlt.umich.edu/gsis/earlyfeedback.pdf).

To be effective, the lesson plan does not have to be an exhaustive document that describes each and every possible classroom scenario. Nor does it have to anticipate each and every student’s response or question. Instead, it should provide you with a general outline of your teaching goals, learning objectives, and means to accomplish them. It is a reminder of what you want to do and how you want to do it. A productive lesson is not one in which everything goes exactly as planned, but one in which both students and instructors learn from each other.

Additional Resources

Video clips of GSIs at the University of Michigan actively engaging students in a practice teaching session: https://crlte.engin.umich.edu/engineering-gsi-videos/ 

Plan the First Day's Session: How to create to a lesson plan for the first day of class:  http://gsi.berkeley.edu/gsi-guide-contents/pre-semester-intro/first-day-plan/

Fink, D. L. (2005). Integrated course design. Manhattan, KS: The IDEA Center. Retrieved from https://www.ideaedu.org/idea_papers/integrated-course-design/

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  • Lesson Plan: Strategic Management

This Strategic Management lesson plan leveraging the 80/20 method, concentrates on the vital 20% of concepts that yield 80% of strategic insights. Each unit emphasizes key principles, ensuring a focused and efficient approach to strategic management education.

Lesson 1: Introduction to Strategy

Objective: Understand the fundamental concepts of strategic management. Focus (80/20): Emphasize core principles that lay the foundation for strategic thinking.

Lesson 2: Industry Analysis and the Five Forces

Objective: Develop skills in analyzing industry dynamics. Focus (80/20): Prioritize key factors influencing industry competitiveness.

Lesson 3: Strategy Formulation and the SWOT

Objective: Learn the art of strategic formulation and SWOT analysis. Focus (80/20): Concentrate on critical elements shaping effective strategies.

Lesson 4: Strategy Formulation, the PEST, and Success Factors

Objective: Explore additional tools in strategy formulation. Focus (80/20): Prioritize understanding of PEST analysis and success factors.

Lesson 5: Competitive Advantage

Objective: Understand the concept of competitive advantage. Focus (80/20): Concentrate on strategies that create sustainable competitive advantage.

Lesson 6: Corporate Strategies

Objective: Analyze various corporate-level strategies. Focus (80/20): Prioritize understanding of the most impactful corporate strategies.

Lesson 7: Innovation and Globalization

Objective: Explore the role of innovation and globalization in strategic management. Focus (80/20): Concentrate on critical aspects influencing innovation and globalization.

Lesson 8: Ethics and Globalization

Objective: Understand the ethical dimensions of strategic management. Focus (80/20): Prioritize ethical considerations in a global context.

  • The Fundamental Concepts
  • Industry Analysis and the Five Forces
  • Strategy Formulation and Tools
  • Strategy Formulation and PEST
  • Strategy Formulation, SWOT Analysis, and Critical Success Factors
  • Competitive Advantage
  • Corporate Strategies
  • Innovation and Globalization
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  • ELA for Kids
  • Teaching Resources

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5 Math Teaching Websites for Teachers

5 ela teaching websites for teachers , 5 science teaching websites for educators, 5 lesson planning and progress tracking websites for teachers, 5 classroom management websites for teachers, 5 benefits of using teaching websites, how to choose the best teaching website for school teachers.

In today’s educational landscape, digital resources are essential for teachers. Technology in education has transformed lesson planning and student engagement. Websites for teachers are crucial in this shift, offering diverse resources for various educational needs.

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These websites go beyond just providing information. They are interactive platforms for lesson plans, educational games , and classroom management tools , enhancing traditional teaching methods and making learning more dynamic and personalized.

This blog will highlight outstanding websites for teachers, covering everything from math and ELA teaching to science, lesson planning , and classroom management . This list offers valuable insights and practical tools for educators in the digital age.

1. Splashlearn Math

Math & ela | prek to grade 5, kids see fun ., you see real learning outcomes ..

Watch your kids fall in love with math & reading through our scientifically designed curriculum.

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Splashlearn Math is one of the best free websites for teachers , offering a comprehensive and engaging approach to math education. It offers a progressive journey from foundational concepts like number sense to more complex topics like algebra . This progression ensures a solid understanding of basic concepts before advancing to higher-level math, making it ideal for various learning stages. The platform has interactive math games , printable math worksheets , math teaching tools, and structured math lesson plans to make math learning engaging and effective.

Key Features:

  • Teach, Uninterrupted: Syncs seamlessly with rostering tools for a smooth teaching experience.
  • Parent Involvement: Enables sharing of student progress and alerts with parents, fostering collaborative learning.
  • Fearless Learning Environment: Assists in creating differentiated instruction to cater to individual student needs.
  • Personalized Learning Plans: Identifies learning gaps and tailors practice for each student’s requirements.
  • Class Progress Insights: Tracks and analyzes class performance to inform and tailor instruction.
  • Beyond the Classroom: Offers remote access for students, extending learning opportunities outside school.
  • Engaging Homework: Transforms traditional assignments into interactive experiences, making homework fun and manageable.

Age Group: 2-11 years

Website homepage of Prodigy

Prodigy is a popular educational website for teachers, blending math learning with an exciting role-playing game. It aligns math questions with curriculum standards, making it a hit in classrooms.

Age Group: 6-14 years

Features: Curriculum-aligned math questions, in-game rewards, progress reports

3. IXL Math

Website homepage of IXL Math

IXL Math is among the best websites for teachers, offering a comprehensive K-12 curriculum. It provides personalized learning experiences with immediate feedback .

Age Group: 4-18 years

Features: Wide range of topics, real-time diagnostic tools, personalized recommendations

4. TeacherVision 

Website homepage of TeacherVision

TeacherVision is a versatile teaching website providing a wealth of resources for math and various subjects. It’s ideal for teachers seeking lesson plans, printables, and classroom management tips.

Age Group: All ages

Features: Lesson plans, printable worksheets, classroom management tools

Website homepage of Mathway

Mathway is a unique tool among educational websites for teachers, focusing on solving math problems . It’s great for higher education levels, offering step-by-step solutions.

Age Group: 12+ years

Features: Advanced math calculator, step-by-step explanations, covers a wide range of math topics

1. Splashlearn ELA

Website homepage of Splashlearn ELA

Splashlearn ELA emerges as one of the best in the list of free teacher websites, covering various topics in ELA. This platform is rich in resources , including interactive ELA games , detailed ELA worksheets , and well-structured ELA lesson plans designed to make learning English engaging and effective. It covers crucial areas such as phonics , vocabulary , and reading comprehension , catering to diverse learning needs. The interactive nature of its games and activities not only enhances student engagement but also aids in better retention of language concepts.

Age Group: 5-12 years

2. Reading Eggs

Website homepage of Reading Eggs

Reading Eggs is one of the most celebrated classroom websites for teachers, focusing on early reading skills. Its interactive lessons and activities are designed to build literacy in a fun and engaging way.

Age Group: 2-13 years

Features: Phonics lessons, e-books, interactive reading activities

3. ReadWriteThink

Website homepage of ReadWriteThink

ReadWriteThink is one of the free websites for teachers, offering a vast array of ELA teaching resources. It provides lesson plans, interactive tools, and printable activities to enhance literacy education.

Age Group: K-12

Features: Lesson plans, interactive tools, printables, student interactives

Website homepage of ABCya

ABCya is a popular choice among ELA teaching websites, known for its fun and educational games. It covers a broad spectrum of language arts skills, making learning enjoyable for students.

Age Group: Pre-K-6th grade

Features: Educational games, interactive activities, a wide range of topics

5. PBS KIDS

Website homepage of PBS KIDS

PBS KIDS is renowned for its educational content, making it a great resource for ELA learning. It offers a variety of interactive games and activities that focus on reading and language skills.

Age Group: 2-8 years

Features: Interactive games, educational videos , themed activities

1. NASA Kids’ Club

Website homepage of NASA Kids Club

NASA Kids’ Club stands out among educator websites, offering a unique space-themed learning experience. It provides a range of interactive games and activities that introduce basic concepts in astronomy and space exploration, making science both fun and inspiring.

Age Group: 4-11 years

Features: Space-themed games, educational activities, information about NASA missions

2. Science Kids

Website homepage of Science Kids

Science Kids is one of the versatile websites for elementary teachers, offering a wide array of fun science experiments , cool facts, online games, and free videos. It covers a broad spectrum of science topics, making it a great resource for hands-on learning.

Features: Experiments, facts, games, videos

3. National Geographic Kids

Website homepage of National Geographic Kids

National Geographic Kids is a treasure trove of information and activities on wildlife and geography. It’s an excellent resource for educators looking to bring the wonders of nature into the classroom.

Features: Animal facts, educational games, videos, and activities

4. Easy Science For Kids

Website homepage of Easy Science For Kids

Easy Science For Kids is an accessible science education website offering a variety of simple explanations, fun quizzes, and engaging videos. It’s designed to make science easy to understand and enjoyable for young learners.

Age Group: 4-10 years

Features: Simple science explanations, quizzes, videos

5. Science Bob

Website homepage of Science Bob

Science Bob brings a fun and experimental approach to science education. It’s known for its exciting science fair ideas, experiments, and Q&A section, making it a favorite for hands-on science learning.

Age Group: 7-14 years

Features: Science experiments, science fair ideas, Q&A section

1. Splashlearn Lesson Planning

Website homepage of Splashlearn

Splashlearn Lesson Planning is an innovative tool designed to assist teachers in creating effective and engaging lesson plans. It offers a user-friendly interface that simplifies the lesson planning process, integrating seamlessly with their math and ELA content.

Features: Customizable lesson plans, integration with Splashlearn content, progress tracking

2. Google Classroom

Website homepage of Google Classroom

Google Classroom is a widely-used platform that streamlines the process of sharing files and communicating with students. It’s an efficient tool for organizing and managing classroom activities.

Features: Assignment distribution and collection, communication tools, integration with Google apps

3.  ReadWriteThink

Website homepage of ReadWriteThink

ReadWriteThink offers a variety of lesson planning resources, particularly for English Language Arts. It provides teachers with access to quality materials for creating comprehensive and engaging lessons.

Features: Lesson plans, interactive tools, printable activities

4. Tailor-ED

Website homepage of Tailor ED

Tailor-ED is a platform that allows teachers to create personalized learning experiences. It’s particularly useful for identifying student strengths and weaknesses and tailoring lessons accordingly.

Age Group: K-8

Features: Personalized lesson plans, assessment tools, progress tracking

5. Khan Academy

Website homepage of Khan Academy

Khan Academy is renowned for its comprehensive educational content across various subjects. It’s an excellent resource for supplemental teaching, offering in-depth lessons and progress tracking.

Features: Extensive video lessons, practice exercises, progress tracking

Website homepage of Jotform

Jotform is an essential tool for teachers looking to streamline classroom management. It allows creating custom forms for various educational purposes, from surveys to permission slips.

Features: Custom form creation, data collection, integration with various platforms

Website homepage of Otus

Otus is a comprehensive classroom management system designed to integrate all the tools teachers and students need in one place. It combines learning management, assessment , and data analysis features.

Features: Learning management, assessment tools, data analytics, classroom management functionalities

3. ClassDojo

Website homepage of ClassDojo

ClassDojo is a dynamic classroom management website designed to foster communication between teachers, students, and parents. By turning classroom moments into positive learning experiences, helps teachers encourage students through feedback, which can be shared with parents to keep them engaged in their child’s learning journey.

Age group: 6 and above

Features: Real-time feedback system, class story for sharing announcements and moments, portfolio for student work, messaging system for parent-teacher communication

4. Bouncy Balls

Website homepage of Bouncy Balls

Bouncy Balls is an innovative website that provides teachers with a fun and interactive way to monitor classroom noise levels. Using animated balls that bounce higher as the volume increases, this tool helps manage classroom noise in a visually engaging way. It is suitable for all age groups, making it a versatile addition to any educational setting from elementary to high school.

Features: Animated balls that react to sound levels, customizable backgrounds and ball types, microphone sensitivity adjustment and full-screen mode for better visibility

Website homepage of Kiddom

Kiddom is a dynamic classroom management tool that offers a personalized learning experience for students. It allows teachers to track progress, assign tasks, and customize learning paths.

Features: Personalized learning paths, progress tracking, assignment distribution

1. Accessibility and Convenience: Teaching websites offer unparalleled accessibility, allowing educators and students to access resources anytime and anywhere. This convenience is crucial in today’s fast-paced educational environment .

2. Diverse Learning Resources: A wide range of learning materials is available on these websites, catering to different subjects, learning styles , and educational levels. This diversity enriches the teaching and learning experience.

3. Personalized Learning Experiences: Many teaching websites provide tools for creating personalized learning paths for students, addressing individual strengths and weaknesses. This personalization enhances the effectiveness of education.

4. Enhanced Student Engagement: Interactive and engaging content on these websites captures students’ interest, making learning more enjoyable and effective. Engaged students are more likely to retain information and stay motivated.

5. Efficient Classroom Management and Planning: These websites offer various tools for lesson planning, progress tracking, and classroom management, streamlining these essential tasks and saving valuable time for teachers.

1. Identifying Educational Needs: Determine the specific needs of your classroom and students. Look for websites that align with your curriculum and teaching goals.

2. Evaluating Content Quality: Ensure the content is accurate, up-to-date, and aligns with educational standards. High-quality content is crucial for effective learning.

3. Assessing User Interface and Accessibility: Choose websites with user-friendly interfaces that are easy to navigate. Accessibility for all students, including those with disabilities, is important.

4. Considering Cost and Value: Evaluate the cost against the features and benefits offered. Free or cost-effective options with high value are ideal.

5. Checking for Reviews and Recommendations: Look for feedback from other educators and experts. Reviews and recommendations can provide insights into the website’s effectiveness and reliability.

In conclusion, the integration of these teaching websites into your educational toolkit can significantly enhance the learning and teaching experience. By carefully selecting the right resources, educators can effectively address diverse learning needs, engage students, and streamline classroom management, paving the way for a more dynamic and effective educational environment.

Frequently Asked Questions (FAQs)

How do teaching websites improve student learning.

Teaching websites offer interactive and personalized content, making learning more engaging and tailored to individual student needs, thereby improving understanding and retention.

Can these websites be integrated with traditional teaching methods?

Yes, these websites are designed to complement traditional teaching, providing additional resources and tools to enhance the overall educational experience.

Are teaching websites suitable for all age groups?

Most teaching websites cater to a wide range of age groups, with content and tools specifically designed to be age-appropriate and educationally relevant.

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IMAGES

  1. 4 Steps to strategic management

    strategic management lesson plan

  2. (PDF) Strategic Management

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  3. Best Practices For a Successful Strategic Management Plan

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  4. PPT

    strategic management lesson plan

  5. Organizational Strategic Plan- Elements and Examples

    strategic management lesson plan

  6. Types of strategic management model

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VIDEO

  1. Finance for strategic management

  2. Advanced strategic management/Revision class/mcom second semester/Exam special/Important topics

  3. Strategic Management -27.1.24

  4. Strategic Management Process

  5. Strategic Planning

  6. Strategic Leadership by Col IVS Gahlot

COMMENTS

  1. Strategic Management Courses

    $2,900 6 weeks long Register by Mar 1 Business Online Live Business Strategy: Evaluating and Executing the Strategic Plan Explore the concepts and tools of strategic business management. Learn more about the organizational strategy within which managers make decisions and how it relates to competitive advantage. $2,750 Starts Feb 27 Business Online

  2. PDF How to write a strategic plan

    Overcoming Challenges and Pitfalls. Challenge of consensus over clarity. Challenge of who provides input versus who decides. Preparing a long, ambitious, 5 year plan that sits on a shelf. Finding a balance between process and a final product. Communicating and executing the plan. Lack of alignment between mission, action, and finances.

  3. 1.2 Defining Strategic Management and Strategy

    Strategic management focuses on firms and the different strategies that they use to become and remain successful. Multiple views of strategy exist, and the 5 Ps described by Henry Mintzberg enhance understanding of the various ways in which firms conceptualize strategy.

  4. Strategic Management Process

    The main components of the strategic management process are environmental scanning, assembling a strategy, implementing the strategy, and monitoring and evaluating the strategy beginning...

  5. What Is Strategic Management? Benefits, Process, and Careers

    Types of strategy. One way of thinking about strategic management is to classify the management focus into three types of strategy: • A business strategy is a high-level plan where you outline how your organization will achieve its objectives. • Operational strategies are much more specific plans where you detail what actions to take to achieve the desired results.

  6. BUS501: Strategic Management

    Course Catalog Business Administration BUS501: Strategic Management Sections Unit 1: Introduction to Strategy Learn new skills or earn credit towards a degree at your own pace with no deadlines, using free courses from Saylor Academy. Join the 1,839,519 students that started their journey with us.

  7. What is Strategic Management, and Why is it Important?

    Strategic management is the continuous planning, monitoring, analysis and assessment of all that is necessary for an organization to meet its goals and objectives.

  8. 9.1 Strategic Management

    The strategic management process is the set of activities that firm managers undertake in order to try to put their firms in the best possible position to compete successfully in the marketplace. Strategic management is made up of several distinct activities, shown in Exhibit 9.3.

  9. Strategic Management

    This course is part of the Strategic Management and Innovation Specialization. When you enroll in this course, you'll also be enrolled in this Specialization. Learn new concepts from industry experts. Gain a foundational understanding of a subject or tool. Develop job-relevant skills with hands-on projects.

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