Management vision is not as simple to produce as might be thought. At the first stage, a series of iterations with the management take place, aimed at the examination of the way it assesses the organisational capabilities, capacities and performance and external realities. Here also regular sources of income are analysed so as to establish organisation’s operational basis in terms of subsidies, market situation, organisational SWOT and other relevant factors. This vision can now be modified and refined with the strategic plan which has been drawn as a result of the performance analyses done earlier. The refined vision can thus become coherent and consistent with the organisational reality, potentials, as the organisational realistic action plan.
With the strategic plan in place and based on the data gathered and the analyses made, an overall performance assessment of the organisation can now be prepared, along with performance evaluation of each of the units of which the organisation consists (departments, sections, faculties, etc.). This assessment will take into account the results of the staff assessment and apply to it all other relevant components of the organisational performance (overall scientific achievement, publication activities and citation rates, career development policies and practice, teaching and instruction, gender distribution, financial performance of the components and the organisation as a whole, degrees, education, curricula and training time-lines (e.g., study periods – semesters, quarters, summer sessions, etc.) and administrative performance and organisational support available for the scientific work.
Internationalism & Outreach
Particular attention should be given to the elements in the strategic plan that would enhance the organisational international standing and attractiveness. This should not be divorced from inter-sectorial collaboration and joint programme, also within the national context. Means and specific programmes are planned at this stage and then carefully implemented.