Mapping Procedures in a Probation Department

Applying the Forward Mapping Process

Forward mapping is the rational planning model. The rational planning model is a rational-deductive approach to decision-making that begins with goals or objectives. From these goals or objectives, policies, programs, and actions are deduced that are designed to attain the goals or objectives. The underlying assumption of the rational planning model (forward mapping) is that either a consensus exists among an organization's stakeholders as to the desirable goals or objectives for the organization or there exists a major stakeholder with the power and authority to pursue a set of goals or objectives in the absence of a consensus among stakeholders.

Forward Mapping is compatible with both the "goals" and the "vision of success" approaches to strategy identification. The first step in the goals approach is the establishment of goals and objectives. Once the goals and objectives are established, the issues that will affect their attainment are identified. The vision of success approach is based on a conception of how the organization should behave and how it should be perceived by its stakeholders. The vision of success approach, thus, develops strategy based on what the organization wants to appear to be, as opposed to what it actually does. The goals approach is most effective for use in hierarchical organizations

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es confronting an organization. This characteristics causes the direct approach to be most useful for organizations where no conflict exists with respect to organizational goals and objectives. The direct approach also is more effective in those situations wherein there is no preexisting vision of success for the organization. Further, the direct approach is not suitable for organizations with a strong hierarchical authority. The direct approach is highly suitable for application in a turbulent environment. The indirect approach begins with an existing strategic structure, the elements of which are analyzed to determine the feasibility of reordering and combining these elements to produce a strategic structure that might serve the organization better. The indirect approach to strategy analysis and development is, in reality, a sort of "brainstorming" process wherein the participants in the process have no clear idea about either where they are going or why they are bothering to make the effort. The indirect approach, thus, can be useful in an unstable environment wherein organizational members are unclear as to both what is occurring within the organization's external environment and what they themselves are doing in intera
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Approximate Pages = 5 (250 words per page)