The author believes that corporate practitioners and the leaders who rely on them stand to gain from supporting a training and certification program in strategic planning and…
Abstract
Purpose
The author believes that corporate practitioners and the leaders who rely on them stand to gain from supporting a training and certification program in strategic planning and strategic management. this paper aims to address this issue.
Design/methodology/approach
The author researches and lays out the necessary steps that need to be taken before strategic planning can become a recognized profession.
Findings
The steps leading to professional certification are: an accepted set of standards for strategic‐planning practitioners needs to be developed and a widely recognized practitioner‐credentialing program must be in place.
Research limitations/implications
The paper reports on the progress toward a goal of credentialing made by the Association for Strategic Planning.
Practical implications
The Association for Strategic Planning now offers two levels of certifications: the Strategic Planning Professional and the more advanced Strategic Management Professional plus a designation, the Strategic Planning Apprentice. In addition, the Association for Strategic Planning has approved an initial set of Registered Educational Providers that offer courses, seminars, and programs in strategic planning and strategic management.
Originality/value
Chief executive officers, trainers and planners will be interested in this report on the state of professional credentialing and training in the field of strategic management and planning.
Details
Keywords
Peer feedback is applauded in many writing courses for fostering students’ independence and collaboration and for creating a wider learning environment in which students can…
Abstract
Peer feedback is applauded in many writing courses for fostering students’ independence and collaboration and for creating a wider learning environment in which students can benefit from the feedback and diversity of input they get from other peers (Stubbe, 2013). It improves students’ writing skills by developing their use of effective composing processes since they can share ideas while planning, drafting, and revising writing forms (Richards and Schmidt, 2010). It also reduces the anxiety of students who can get constructive feedback on their writing from other peers instead of their teachers (Phillipson, 2007). However, application of peer feedback in writing courses is a complex process since it requires provision of rubrics and guidelines for students to follow; this is in addition to explaining the areas they need to focus on. It also requires having cultural awareness of the level of corrections Arab students can accept. This paper reflects on a practical experiment conducted with a group of undergraduate students for showing how peer feedback is approached and practised by students in English language courses. Students’ views and perceptions about peer feedback are also surveyed showing their appreciation of the level of collaboration peer feedback encourages among them. Nevertheless, the results also show a number of concerns students have about peer feedback.
Mette Morsing and Dennis Oswald
The purpose of this paper is to demonstrate how top managers seek to provide the necessary leadership inside an organisation when sustainability is a primary strategic objective…
Abstract
Purpose
The purpose of this paper is to demonstrate how top managers seek to provide the necessary leadership inside an organisation when sustainability is a primary strategic objective, and the paper seeks to ask to what extent it is possible to influence sustainability at the operational level by contemporary management control systems as it proposes to integrate the perspective of organizational culture.
Design/methodology/approach
The paper is based on a single case study of Novo Nordisk A/S.
Findings
The paper concludes by asking questions to managerial practice as well as to theory, concerning to what extent sustainability practices are measured by concurrent management control systems, and to what extent organizational culture perspective is a necessary prerequisite to manage and control sustainable leadership practice.
Research limitations/implications
Future research should engage in exploring informal and organizational cultural aspects of how managers control the integration of sustainability into business practice.
Practical implications
The paper is based on a single case study of a company internationally known for its high standards of sustainable leadership practice, and the conclusions therefore provide guidelines for other managers considering ways of integrating sustainability.
Originality/value
The paper brings new attention to the appropriateness of existing management control systems when managers attempt to control sustainability practices and it suggests the importance of organizational culture in an original case study of Novo Nordisk A/S.