1. STRATEGIC PLANNING IN HIGHER EDUCATION

2. CONTENTS Learning outcomes: Able to define strategic planning
Able to analyse strategic planning in higher learning institution
Able to develop a strategic plan for a working department

3. WHAT IS STRATEGY?
Strategic … “choosing how best to respond to circumstances of a dynamic and sometimes hostile environment”
“Being strategic requires recognizing the choices and committing to one set of responses instead of another”(Allison & Kaye, 1997)

4. WHAT IS STRATEGIC MANAGEMENT?
“Strategic management is art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organisations to achieve its objectives” (David, 2001)
“Strategic management is the process of formulation the strategic plan and implementation of the plan. It involves strategic analysis, strategic choice and strategic implementation” (Fidler, 2002)

5. STRATEGIC MANAGEMENT A continuous process of
Identifying vision, mission, objective
Developing appropriate strategies
Implementing strategies
Monitoring implementation to achieve objective
(Wright, P. , Pringle, C. & Kroll, M. 1992)

6. STRATEGIC PLANNING Strategic plan is the backbone to management.
(Edaris Abbu Bakar, 2004)

7. WHAT IS STRATEGIC PLANNING?
A process of determining organization’s long-term goals and identifying the best approach for achieving those goals.
It is the overall planning that facilitates the good management of a process
It provides you with the big picture of what you are doing and where you are going.
It gives clarity of what you actually want to achieve and how to achieve it.

8. answers the questions:
Who are we?
What capacity do we have and can we do?
What problems are we addressing?
What difference do we want to make?
Which critical issues must we respond to?
Where should we allocate our resources?
Then,
What should our immediate objective be?
How should organize ourselves to achieve it?
Who will do what and when?

9. STRATEGIC PLAN
A written document describing where an institution wants to be in the future (usually three to five years), and the broad areas of activity that it will undertake to achieve this vision.

10. Strategic Planning A B C What do we want to be and do in the future?
Who and What are we?
What do we do now?
Why? B
What do we want to be and
do in the future?
Why? C
How do we get there?

11. ...STRATEGIC PLANNING To ensure success, strategic planning
Requires involvement of all staff to ensure shared vision, commitment and sense of belonging
Needs to be developed as a culture of an organization and practiced by all members of the organization.

14. VISI » To become a university of international repute
VISI » To become a university of international repute. MISI » To make meaningful contribution towards wealth creation, nation building and universal human advancement through the exploration anf dissemination of knowledge  Goals of UPM » Goal 1  Enhancing the quality and competitiveness of graduates  » Goal 2  Creating value through a strong and sustainable RDCE  » Goal 3 Boosting industry and community Networking Servises  » Goal 4 Strengthening UPM as centre of excellence in agriculture » Goal 5  Enhancing the quality of governance

15. ELEMENTS OF STRATEGIC MANAGEMENT IN EDUCATION

16. A PRACTICAL MODEL FOR STRATEGIC MANAGEMENT
INITIAL VISION
INSTITUTIONAL
VALUES & CULTURE
EXTERNAL ENVIRONMENT ANALYSIS
INTERNAL ENVIRONMENT ANALYSIS
CRITICAL SUCCESS FACTORS
INSTITUTIONAL VISION
MISSION
STRATEGIC OBJECTIVES
SWOT
ANALYSIS
SPECIFIC OBJECTIVES/
TACTICAL PLAN/KPI
ACTION PLAN/
OPERATIONAL PLAN
EVALUATION

17. VISION
A concrete word of what the organization intends ultimately to become by some defined future time, so as to provide a basis for formulating strategies and objectives

18. WHY AN INSTITUTION NEEDS A VISION?
As future direction for the institution
Develop confidence to manage situation or change
Encourage members of institution to work towards excellence
Develop strength and competitiveness.
Motivates change
Uniting all staff towards a common goal or purpose

19. MISSION
The core purpose of our organization – its express why the organization exists!

20. MISSION
How do we get there
How to achieve the vision

21. ACTION PLAN
Action plan or operation plan (program and activities) is the detail steps and activities undertaken or implemented to achieve the strategic objectives

22. EVALUATION
Each activity implemented in the action plan needs to be evaluated to asses its performance or contribution towards the specific objectives
Positive outcome contributes to specific objectives and realization of vision
Each action undertaken within the action plan contributes towards the realization of vision
Corrective and contingency actions needs to be taken when performance is not in line with targeted performance.

23. BENEFITS Systematic instrument to understand the pressure and changes
Promotes visionary leadership
Makes management more proactive
Promotes efficient management of time, management of pressure and conflict
Prepares organization to “managing change” systematically within the internal and external environment

24. STRATEGY
Is the determination of the basic long-term goals and objectives of an enterprise and adoption of courses of action and allocation of resources for carrying out these goals.
Continued

25. ANALYSIS OF INTERNAL AND EXTERNAL ENVIRONMENTS – SELECTING STRATEGIC OBJECTIVES

26. ANALYSIS OF INTERNAL & EXTERNAL ENVIRONMENT
Why SWOT analysis is widely known
The technique is simple and readily available to managers
The SWOT model is simple, flexible and appropriate
SWOT model structure is accommodative to qualitative and quantitative information
Piercy, N. and Giles, W. (1989). ‘Making SWOT analysis work’, Marketing Intelligence and Planning. Vol 7(5/6):5-7

27. ANALYSIS OF INTERNAL AND EXTERNAL ENVORONMENT
SWOT analysis
Strengths (internal organizational factor)
Weaknesses (internal organizational factor)
Opportunities (external organizational factor)
Threats (Challenges) (external organizational factor)
Analysis requires all Strengths, Weaknesses, Opportunities and Threats be listed in a matrix
Matrix is analyzed to generate and select strategies for implementation.

28. Strengths and Weaknesses
Strength: Ability or potential which can be used by the institution to achieve its objectives (expertise of teachers, adequate physical infrastructure and facilities)
Weakness: impediment, deficit, inability …which will impede the achievement of objective

29. Opportunities and Threats
Opportunities are situations which are advantageous to the institutions business (increase demand for education service)
Threats are situations which potentially harm the institutions business (strong competition from other institutions)

30. Listing procedures to identify Strengths, Weaknesses, Opportunities and Threats
Brainstorming sessions
Questionnaires
Observations
Environmental scanning
Ishikawa ‘Fish Bone’ Diagram

31. SWOT ORGANISATIONAL FACTORS IN THE EXTERNAL ENVIRONMENT
OF ORGANIZATION
A) THAT CAN HELP TO ACHIVE
ORGANIZATIONAL OBJECTIVE – OPPURTUNITIES
B) THAT PREVENT THE ACHIEVEMENT OF ORGANIZATIONAL OBJEKTIVE - THREATS
FACTORS IN THE INTERNAL ENVIRONMENT
OF ORGANIZATION
A) THAT CAN HELP TO ACHIVE
ORGANIZATIONAL OBJECTIVE – STRENGTH
B) THAT PREVENT THE ACHIEVEMENT OF ORGANIZATIONAL OBJEKTIVE - WEAKNESS
ORGANISATIONAL
OBJECTIVE

32. SWOT Table
Strengts (S)
Weaknesses (W)
Threats (T)
Opportunities (O)

33. Guide to Internal Organizational Factor (dimension) Analysis
Factors
Capital and financial position
Budget
Human resource
Management
Institutional culture

34. Guide to Internal Organizational Factor (dimension) Analysis
Staff ability or competency
Leadership and management style
Infrastructure and facilities available
Existing programs
Organizational culture
Interpersonal communication
Staff attitude and motivation
Each item, (strength or weakness) must be listed and be ranked (allocated a score) based on consensual evaluation.

35. Guide to External Organizational Factor (dimension) Analysis
Political environment
Economic environment
Technological level
Government policy
Community believe system
Community culture
Societal expectation
Social environment
Market condition
Each item, (opportunity or threat) must be listed and be ranked (allocated a score) based on consensual evaluation.

36. GENERATING STRATEGIES
Strategy: A systematic framework of activities or programs designed to achieve the strategic objectives
SWOT analysis is a process of generating strategies by matching opportunities and threats in the external environment with competencies within the internal environment (strengths and weaknesses)
SWOT analysis generates four types of strategies: SO, WO, ST and WT

37. SO Strategies Use strengths to take advantage of opportunities
Internal Env
External Env.
Strengths – S List Strengths
Weaknesses – W
List Weaknesses
Opportunities – O
List Opportunities
SO Strategies Use strengths to take advantage of opportunities
WO Strategies Overcoming weaknesses by taking advantage of opportunities
Threats – T
List Threats
ST Strategies Use strengths to avoid threats
WT Strategies Minimize weaknesses and avoid threats

38. Students are academically excellent WEAKNESSES
INTERNAL ENVIRONMENT
EXTERNAL ENVIRONMENT
STRENGTHS
Students are academically excellent
WEAKNESSES
Students have poor discipline
THREATS
Numerous cyber cafes in school surrounding
ST Strategies: Use strengths to avoid threats
Strategy: Establish multimedia network in the school co-op.
WT Strategies: Minimize weaknesses and avoid threats
Strategy: Organize extra religious/moral classes at suitable time.
OPPURTUNITIES
Parents are highly educated
SO Strategies: Use strengths to take advantage of opportunities. Strategy: Enlist parental cooperation to organize extra classes
WO Strategies: Overcoming weaknesses by taking advantage of opportunities
Strategy: Organize a series of student motivation seminars by parents.

39. THANK YOU