Strategy and performance in cooperative education programs

Mediterranean Journal of Social Sciences

This study explores the issue of the impacts of the strategic planning implementation on the cooperative members′ participation. Three cooperatives, KUD Kusuma Bakti, KUD Karya Sawit and KUD Mandiri Mojopahit in Kampar Regency, Riau Province, Indonesia were chosen as samples of this study through purposive random sampling based on the elements of: administrators/supervisors, members, community leaders, and government leaders. The results of this study are: (a) Most of the respondents′ perceptions on the strategic planning implementation in term of the vision, mission, purpose, creation of business climate, and management information systems were in a good rate, whereas on the members′ participation was in a high level; (b) The impact of strategic planning implementation on the Cooperative members′ participation was highly significant. These findings show that the cooperative members were encouraged to participate in any cooperative activities through strategic planning implementation.

International Journal of Business Strategy, 2019

This case study deals with a regional college of health care education that has been acquired by a private education operator. The focus is on tools such as the Balanced Scorecard, target costing, cost of quality, and Value-based Management. The case can serve as both a discussion basis in class as well as an exam for students in management, operations, strategy, health care, and accounting. The case illustrates how business managers and medical faculty can jointly optimize strategy execution in a college, analyze the value-creating components of the curriculum, and understand the dynamics of investing into higher quality. The open questions at the end of the case study allow for an adjustment to the level of knowledge of the students. They also serve the purpose of raising students' awareness of the limits of traditional financial control in hybrid, social enterprises. Students will need to reflect on how random cost reductions conflict with employer expectations, the mission of a college and the policies of regulators.

2011

Recent trends in U.S. higher education have led many institutions to adopt or refine strategic planning efforts. Strategic planning at the academic department level (in alignment with university-wide planning) is crucial to identify opportunities and to provide a quality education to students. Rather than taking a proactive approach, too often academic departments engage in traditional (ad-hoc or activity-based) planning and leave genuinely strategic planning to be guided by administrators. In this paper, the authors emphasize not only the importance of strategic planning at the department level but also a process that can be used. This process includes following what they refer to as the C-SALT principles (Communication, Specificity, Assessment, Leadership, and Transparency) and collaborating with academic support units such as Institutional Research and Information Technology to aid in the development and implementation of successful strategic plans. The paper concludes with a “re...

The aim of this project was to investigate whether combinations of strategies, planning modes and levels of autonomy are associated with superior college effectiveness relative to other combinations of these variables. It was hypothesized that a college pursuing a prospector strategy - with an emphasis on continuously seeking new client segments and/or developing new offerings - would be more effective with longer-term and more externally oriented planning, and with more autonomy for its dean. Conversely, a college pursuing a defender strategy - relying on traditional client segments and offerings - would be more effective with shorter-term and more internally oriented planning, and with less autonomy for its dean. Generally, the hypotheses pertaining to the prospector-type strategy were supported, while those involving the defender strategy were not supported. Discusses implications for practitioners and researchers.

2016

Strategic decision areas, within which a university has to think, include its basic mission; the targeted stakeholders to be served; the goals and objectives to serve the needs of its clientele; the programs and services offered; its geographical domain; and finally, its competitive advantage over rivals. These factors have to be followed by the examination of the use of institutional resources, governance/decision-making structures (the concern of this paper) and the maintenance/development of the institution’s human resources. Organizing is the process of arranging resources (people, materials, technology etc.) together to achieve the organization’s strategic goals. Saudi institutions now operate within a much greater competitive context within its national, regional and international rivals. As a result, they need to incorporate a greater education, research and community services orientation into their strategic planning process to acquire a competitive advantage over their comp...

This concept paper discuss about the importance of strategic planning in higher education system. The literature review embarked on strategic planning and funding higher education with the intention on methods, policies, and global trends with comparisons from different perspectives to enhance understanding of the study. The integration of strategic planning in higher education has provided a framework to facilitate institutions vision, mission, values, goals, and strategies. Therefore, the desires to improve the efficiency and effectiveness of strategic planning by implementing the performance indictor in higher education institutions have generated policies and methods to promote long term benefit to the economic growth.

Educational Planning, 2015

This study extends previous research through analysis of strategic plans of eight universities in a state system to determine if the strategic planning process and the plans meet basic strategic planning precepts. Additionally, one of the universities’ plans is more deeply investigated for further insight into the quality of the process and the plan. Our conclusions are consistent with those of previous research that strategic planning is not utilized in higher education to its fullest benefit in accordance with strategic planning concepts or in a manner designed to aid continuous improvement. The weakest link in the plans studied involves a consistent lack of review and analysis that could be used to improve future performance. In fact, we conclude that strategic planning in higher education appears to be serving a purpose other than a management technique designed to guide administrators in directing their organizations to become more effective and efficient. We further conclude t...

Online Journal of Distance Learning Administration, 2015

The need for a reliable strategic planning framework for distance educators and their institutions has never been greater than it is now. Increased government regulations, accreditation standards, and competition are converging with decreased funding from federal, state, and private sources, and administrators require better strategic planning. A strategic planning model known as the Balanced Scorecard has met with widespread adoption and sweeping success among the business community, but, surprisingly, has not been widely adopted among institutions of higher and distance education. In this article the authors share what they have learned about this strategic planning model through a review of the available literature and their own early efforts to introduce it to their institution, the Division of Continuing Education at Brigham Young University in Provo, Utah.

Strategic Planning on Higher Learning Institutions, 2019

The growing difficulties experienced by many Universities during the 1970s led to the adaptation of strategic planning as a potential solution for developing a proactive framework to cope with the changing demands and declining resources. After adaptation of strategic planning in 1994, the University of Dar es Salaam despite attaining tremendous achievements such as increased enrollment, research and publications, new postgraduate and undergraduate programmes, and launching of the international standard library, it still faces several inefficiencies, major ones including weakness in information management systems, financial and asset management systems, and inadequate number of staff in some areas. This study was conducted to assess the role of Strategic Planning on the performance of Higher Learning Institutions taking the University of Dar salaam as the study organization. The study outlined the factors that gave rise to strategic planning, evaluated the strategies employed in the planning and implementation of the UDSM Strategic Plan, and analyzed the effects of the strategic planning on the performance of the University of Dar es Salaam. The study employed document review, in-depth interviews, focus group discussions, and observations as data collection methods. Content Analysis and Narrative Analysis were the data analysis methods. The key findings of the study reveals the economic reforms of the second political regime in Tanzania which gave rise to the need of strategic planning in 1994, formulation and approval process of strategic planning, the implementation strategies, as well as the outcomes such as significant improvement in student enrollment, and the challenges of implementing the University Strategic Plans such as a low sense of ownership among UDSM staff. The study concludes that strategic planning is a platform for improving the University of Dar es Salaam’s performance, and recommends effective communication, and more participation.

Although strategic planning has been touted in numerous studies, the effectiveness of how it has been written and read is not that obvious, the clarity around what truly defines its performance effectiveness remains unattainable as there is no unifying theory that has emerged to date that can provide the framework for further researches. In response to the need for renewed attention on strategic planning, the “practice perspective turn” could provide a new methodological approach to better address questions such as of performance implications. This paper provides a brief review of the theoretical background associated with strategic planning development within the higher education context, sets forth a research agenda focused on the analysis of the micro-practices deployed in the planning process and its interrelationships with strategic language and alignment as collaborative endeavour in enhancing its performance, and presents preliminary findings to date.

Innovative Higher Education, 1987

A ABSTRACT: This paper is a study of the adaption of a typical corporate strategic planning process to a university setting. This midwestern state university with over 22,000 students and a number of doctoral, masters, and baccalaureate programs, found that an ongoing planning process with a yearly cycle offers it a number of advantages not available with its prior approaches. It also found that strategic planning is a culture that takes time before it becomes pervasive in any organization.

2018

The study examined the effects of Strategic Planning on Corporate Performance using University of Ibadan as the case study. It further probed into how this has impacted on the management efficiency and effectiveness as strategic planning is essential in corporate organisations. Primary data was used for the study. The study made use of questionnaire to elicit information from employees of University of Ibadan. Data collected were analysed using inferential statistics. The hypotheses were tested using the using the Pearson’s Product Moment Correlation Coefficient to establish the significance of relationship between the various variables used in measuring performance. The results of the hypotheses revealed that there is a significant positive correlation between strategic planning and corporate performance. The study therefore, concluded that strategic planning is beneficial to organisations in achieving set goals and recommends that universities and other corporate organizations ali...

1996

Revista e-TECH: Tecnologias para Competitividade Industrial - ISSN - 1983-1838

Strategic planning is vital in all organizations, including the management of an educational institution. In this context, the study seeks to present the application of strategic planning in educational management. The methodology used was an applied theoretical and conceptual essay with descriptive and bibliographic characteristics and a qualitative approach to data. We searched management journals for articles that addressed strategic planning in educational management. Thirty articles that addressed strategic planning in education management were investigated in the title, abstract, and keywords. Twenty-one articles were selected that carried out empirical studies in educational institutions that prepare strategic planning in their management or aim to implement it. Among the results achieved, we found that the main reason that facilitates or inhibits the implementation of strategic planning in the management of educational institutions is the transparency of the objectives to pr...

DEVELOPING STRATEGIC PLANNING IN ORGANIZATION HIGHER EDUCATION, 2023

In this article we will touch on SWOT analysis is a strategic planning and strategic management technique used to help an organization higher education to identify Strengths, Weaknesses, Opportunities, and Threats related to business competition or project planning. It is sometimes called situational assessment or situational analysis. Additional acronyms using the same components include TOWS and WOTS-UP. This technique is designed for use in the preliminary stages of decision-making processes and can be used as a tool for evaluation of the strategic position of organizations higher education. It is intended to identify the internal and external factors that are favorable and unfavorable to achieving the objectives of the venture or project. Users of a SWOT analysis often ask and answer questions to generate meaningful information for each category to make the tool useful and identify their competitive advantage. The article contains a methodology for constructing a SWOT analysis and directions for using its results.