scholarly journals Implementing success factors for effective strategic plans implementation in public health facilities, in Namibia

2018 ◽  
Vol 5 (2) ◽  
pp. 430
Author(s):  
Abner Kukeyinge Shopati ◽  
Kabwebwe Honore Mitonga ◽  
Lydia Penomuntu Aipinge
Keyword(s):  
Success Factors ◽  
Strategic Plan ◽  
Healthcare Organization ◽  
Public Healthcare ◽  
Success Factor ◽  
Structural Dimension ◽  
Implementation Success ◽  
Plan Implementation ◽  
Strategic Plans ◽  
Operational Dimension

Background: Public healthcare organizations are implementing strategic plans modelling with the supposition that the outcome will be enhancing organizational effectiveness, efficiency and delivered superior healthcare services to its clientele. However, in Practices, a good strategy shall be a call for both actions and blueprint for success in responsive to the need it was formulated to address. The aim of this research is to develop implementation success factors model (ISF) for effective strategic plan implementation in public healthcare organization in developing countries.Methods: The research utilized quantitative approach, a survey design and questionnaire was employed to collect data. The study used Gaskin’s CFA/SEM procedure and applies the SPSS 23 AMOS plugins, pattern matrix model builder (PMMB), master validity (MV), model fit measures (MFM) to validate and determine the interrelationships between variables.Results: Reviewing the literature, 20 variables were identified and implementing success factor (ISF) model with two major factors was developed, CSFs for strategic plan formulation and CSFs for strategic plan implementation. This model, in the order of effect, identified CSFs for strategic plan formulation: structural dimension (0.95), content dimension (0.75), operational dimension (0.34) and context dimension (0.23), CSFs for strategic plan implementation: operational dimension (0.70), structural dimension (0.47), contextual dimension (0.46), content (0.37).Conclusions: The research shows that developing implementation success factors model for effective strategic plan implementation in public healthcare organization in developing countries, it will be plausible to consider CSFs for strategic plan formulation and CSFs for strategic plan implementation. Structural equation modelling/CFA has been run to prove the validity of basic CSFs in this research.

scholarly journals Factors affecting strategic plan execution process in public healthcare

2018 ◽  
Vol 5 (2) ◽  
pp. 474
Author(s):  
Abner Kukeyinge Shopati ◽  
Kabwebwe Honore Mitonga ◽  
Lydia Penomuntu Aipinge
Keyword(s):  
Structural Equation ◽  
Survey Design ◽  
Strategic Plan ◽  
Healthcare Organization ◽  
Public Health Care ◽  
Public Healthcare ◽  
Plan Implementation ◽  
Plan Execution ◽  
Implementation Failure ◽  
Failure Factors

Background: The managers of healthcare Organization must confront numerous impediments and curbs issues that significantly contribute to the trial of quantifying, testing, and meritoriously use execution strategies that work in healthcare setting. The aim of the research is to explore and confirm the active factors of failure for the strategic plan execution in state healthcare in Namibia. Methods: The research utilized quantitative approach, a survey design and questionnaire was employed to collect data. The study used Gaskin’s CFA/SEM procedure  and applies the SPSS 23 AMOS plugins, Pattern Matrix Model Builder” (PMMB), “Master Validity” (MV), “Model fit measures” (MFM) to validate and determine the interrelationships between variables. Results: Studying literature, 17 variables were recognized and Implementation failure factors (IFF) model with two key factors was established, IFF for strategic plan formulation and IFF for strategic plan implementation. The factors were then reduced using exploratory factor analysis which is evaluated using Principal Axis Factoring with Direct Oblimin rotation. Structural modelling equation (SEM) approach was used, variables were assembled into 4 factors dimension measurement. This model, recognized four factors, contextual dimensions (0.34), content dimensions (0.31), operational dimensions (0.23) and Structural dimensions (0.04) are the main reasons for failure of strategic plan implementation in public health care in Namibia. Conclusions: The research shows that exploring and confirming implementation failure factors in public healthcare organization in developing countries, it will be plausible to consider IFFs for strategic plan formulation and IFFs for strategic plan implementation. Structural equation modelling/CFA has been run to prove the validity of basic IFFs in this research. 

scholarly journals The design of information technology strategic plans in educational institutions

2018 ◽  
Vol 1 (1) ◽  
pp. 26
Author(s):  
Dwi Astuti ◽  
Wing Wahyu Winarno ◽  
Amir Fatah Sofyan
Keyword(s):  
Information System ◽  
Value Chain ◽  
Success Factors ◽  
Strategic Plan ◽  
Private University ◽  
Educational Institutions ◽  
Application Development ◽  
Critical Success ◽  
Strategic Plans ◽  
E Learning

Strategic Plan, which is usually taken from Vision, Mission, Objectives, Policies, Programs and activities that are oriented towards the goal for a certain period relating to the main tasks and functions of the Agency / Institution, prepared by consider the developments of strategic environment, the sustainability of organization without strategic plan will not be directed and guaranteed because there are no management guidelines and system improvements in order to increase the competition with other business actors. STMIK Bina Patria is a private university (PTS), but it does not have an information system (SI) strategic plan. The information system contributes to improve the quality of students’ services, operational efficiency, and students’ satisfaction. With SI / IT, the monitoring, coordination, and decision can be performed effectively. The goal can be achieved if the organization has a clear plan. And, researchers make an IT strategic plan for STMIK Bina Patria according to the TOGAF Framework with data analysis methods of Value Chain, Critical Success Factors, and SWOT. The analysis results showed that by the availability of 4 applications, 3 applications do not require any improvement, namely SI-KEU, E-LEARNING and E-JOURNAL. In contrast, an application which is SI-AKAD requires additional features. There were 5 proposed applications to be built, namely SI-PMB, SI-ALUMNI, SI-MUTU, SI-PERPUST and SI-DASHBOARD. All of application proposals are mapped into the application development roadmap within the next 5 years.

scholarly journals IMPLEMENTATION PROCESS OF STRATEGIC PLANNING AT DISTRICT GENERAL HOSPITAL

2019 ◽  
Vol 7 (2) ◽  
pp. 123
Author(s):  
Fiany Dharyanti ◽  
Sutopo Patria Jati ◽  
Dodik Tugasworo Pramukarso
Keyword(s):  
Strategic Planning ◽  
General Hospital ◽  
Implementation Process ◽  
Secondary Data ◽  
Strategic Plan ◽  
District General Hospital ◽  
Primary Data ◽  
Plan Implementation ◽  
Strategic Plans ◽  
Communication And Coordination

Background: A strategic plan is the main reference for the management in carrying out activities to be better and more developed according to the customer’s needs. A preliminary study on documents was conducted at the District General Hospital of Dr. (H.C) Ir. Soekarno in Bangka Belitung Province which has implemented a strategic plan. It showed that there were gaps between expectation and implementation of strategic plan.Aim: This study aimed to analyze aspects affecting the strategic plan implementation, including communication, resources, disposition, and bureaucratic structure.Methods: This study was a descriptive study using a qualitative approach. Primary data were obtained through in-depth interview with 10 (ten) informants while secondary data were obtained from document analysis. The data processing and analysis were done using content analysis. The research was conducted from 2 to 31 January 2019 at the District General Hospital of Dr. (H.C) Ir. Soekarno.Results: The findings showed that the implementation process of strategic plans has some gaps. They include (1) ineffective communication, (2) resource factor (lack of quality and quantity of Human Resources, inadequate information, insufficient effectiveness of budget utilization), (3) weak disposition of some implementers, and (4) irrelevant and unadjusted bureaucratic structure.Conclusion: The implementation process of strategic plan has not worked appropriately because some aspects, such as communication, resources, disposition, and bureaucratic structure are not well-provided. This study suggests that formulators should represent all elements. The strategic planning has to be formulated by involving internal and external parties.  Monitoring, evaluation, communication, and coordination among stakeholders have to be carried out. Resources need to be improved, and the hospital needs to develop organization structure and conduct disposition guide for executives and implementors.Keywords: implementation, strategic plan, hospital. 

Instrument to Measure the Impact of Hope in Strategic Plan Implementation

2021 ◽  
pp. 249-260
Author(s):  
Sarah E. Walters
Keyword(s):  
Value Chain ◽  
Organizational Context ◽  
Strategic Plan ◽  
Practical Application ◽  
Plan Implementation ◽  
Strategic Plans ◽  
Workplace Leaders ◽  
The Impact

This chapter addresses how Winston et al.'s “An Instrument to Measure the Impact of Hope in Strategic Plan Implementation” can be implemented within the workplace. Leaders should have a way to measure the impact of hope on strategic plans. Winston et al.'s instrument include three main theories: hope, expectancy, and value chain theories. This instrument is unlike any other tool to date in its conceptualization of employee hope in the organizational context. This chapter explains the validity, reliability, and practical application steps of Winston et al.'s instrument.

Soft Skills as a Critical Success Factor in Project Management

2020 ◽  
pp. 376-392
Author(s):  
Antonio Rodriguez Peña ◽  
Fernando Andres Muñoz
Keyword(s):  
Project Management ◽  
Success Factors ◽  
Soft Skills ◽  
Research Trends ◽  
Success Factor ◽  
Critical Success Factor ◽  
Business Sustainability ◽  
Critical Success ◽  
Strategic Plans ◽  
Over Time

Project management is a field of knowledge that presented a notable development as a means of impact on organizational competitiveness. About 30 years ago, this field was considered as a series of tools that contributed in some aspects of improvement in organizations. Over time, these tools were transformed into theory and in the same way their development at the scientific level increased. Now, project management is recognized as the means through which the strategic plans in the companies are managed. Therefore, they form the bridge of business sustainability. Among the different developments that have been made in the project management is the establishment of critical success factors. The current literature offers various approaches. One of the research trends as a critical success factor that is proposed in the future is the identification and measurement of the soft skills of the project manager. This is how this chapter of the book will address the identification and analysis of soft skills.

Implementation of ICT Strategic Plans in Public Organizations of Developing Countries

2018 ◽  
Vol 7 (2) ◽  
pp. 31-47
Author(s):  
Omari Gabriel ◽  
Dennis Lupiana
Keyword(s):  
Developing Countries ◽  
Service Delivery ◽  
Public Service ◽  
Internal Control ◽  
Strategic Plan ◽  
Public Organizations ◽  
Organization Culture ◽  
Control Mechanisms ◽  
Plan Implementation ◽  
Strategic Plans

This article describes how many public organizations today are embracing ICT; the use of ICT has become widespread in every aspect of the organizations' endeavors in supporting and evolving public service delivery. The widespread use of ICT has caused a serious reliance on ICT, which in this atmosphere involves business reengineering, change of organization culture which requires good management. ICT strategic plans as a managerial tool will rationalize ICT solutions and coordinate all efforts. It is noticed that public organizations in Tanzania are marginally use ICT; therefore, this article identifies internal control mechanisms and ICT challenges that affect ICT strategic plan implementation. Four public organizations were chosen and 24 respondents were interviewed from these organizations. Analysis of data showed both internal control mechanisms and ICT strategic plan executor capabilities affects ICT strategic plans implementation. Lastly, this article recommends public organizations to put in internal control mechanisms for successfully implementing ICT strategic plans as well as to address executor issues.

scholarly journals TECHNOLOGICAL CRITICAL SUCCESS FACTOR IN ERP IMPLEMENTATION PROJECTS IN PUBLIC AND PRIVATE SECTOR IN SAUDI ARABIA

2018 ◽  
Vol 6 (7) ◽  
pp. 306-316
Author(s):  
Mohamed Bekhet ◽  
Saudah Sofian
Keyword(s):  
Saudi Arabia ◽  
Enterprise Resource Planning ◽  
Success Factors ◽  
Resource Planning ◽  
Success Factor ◽  
Critical Success Factor ◽  
Implementation Success ◽  
Erp Implementation ◽  
Public And Private ◽  
Critical Success

An Enterprise Resource Planning (ERP) system implementation is a complex information technology project that integrates organization-wide operations. Prior surveys have reported perceptions about factors which are critical to ERP implementation success. There are only a few prior researches that have empirically tested the ERP implementation success factors in Saudi Arabia in both public and private organizations. This paper reports the result of literature review on critical success factor (CSF) for ERP implementations. It has been found that project champions can to be added to Technological dimension of the Technological, Organizational and Environmental (TOE) theory.

scholarly journals The Methodology for Strategic Plan Implementation

2012 ◽  
Vol 10 (2) ◽  
Author(s):  
J. Rojas-Arce ◽  
O. Gelman ◽  
J. Suárez-Rocha
Keyword(s):  
Systems Approach ◽  
Implementation Process ◽  
Strategic Plan ◽  
Efficient Implementation ◽  
Negative Consequences ◽  
Plan Implementation ◽  
Implementation Processes ◽  
Strategic Plans ◽  
Positive Results

The objective of this paper is to propose the methodology for the implementation of strategic plans in organizations through the prevention and, in its case, the definition and solution of the problems that frequently affect the implementation processes with many negative manifestations and harmful consequences. By elaborating the concept of implementation under the systems  approach and cybernetic paradigm, two  types of these problems have been identified: the organizational and the functional ones. The consequent analysis of each kind of them has permitted the development of a methodology for their prevention, identification and solution to assure an effective and efficient implementation process. This methodology consists in realizing five subsequent procedures, which were validated with positive results obtained through their virtual application to the different cases of manifestations with the negative consequences that had occurred during strategic plans implementations described in literature.

scholarly journals Postgraduate Studies on Lean Management—A Review of Initiatives

2020 ◽  
Vol 10 (8) ◽  
pp. 197
Author(s):  
Mariusz Bednarek ◽  
Aleksander Buczacki ◽  
Lukasz Bielakowski ◽  
Bartlomiej Gladysz ◽  
Mariusz Bryke
Keyword(s):  
Lean Manufacturing ◽  
Success Factors ◽  
Postgraduate Education ◽  
General Level ◽  
Success Factor ◽  
Lean Management ◽  
Successful Model ◽  
Critical Success ◽  
Postgraduate Studies ◽  
Long Time

The article elaborates upon a successful model of postgraduate studies on lean manufacturing. The subject of the research was nine editions of the Kaizen Academy postgraduate studies organized by the Warsaw University of Technology and the Kaizen Institute in the years 2009–2018, that still enjoys interest in the market. A detailed qualitative analysis of this case, followed by a comparative analysis with other post-graduate programs of this type on the national, European, and global level should make it possible to find what is necessary to launch and actively operate for a long time in the (considerably competitive) market of qualification raising programs related to Lean Management (critical success factors). The study has also identified the differences between a successful program, analyzed in detail, and other available programs described in the literature and on the Internet. This has been achieved through a structured analysis of thirty-nine postgraduate programs identified by querying scientific databases and the Google Internet search engine. Best practices and models of postgraduate education on Lean Management have been discussed, and the thirty-nine programs comprising the identified sample have been compared. Considering the very general level of the data available in terms of the organization of postgraduate programs, it has also been assessed if they follow constructivism and experiential learning paradigms. This has been achieved by including the industrial days/visit indicator in the comparison. Given its high value, it has been identified as a success factor of the postgraduate curriculum on Lean Management.

Critical Success Factors of New Product Development and Impact on Performance of Malaysian Automotive Industry

2014 ◽  
Vol 903 ◽  
pp. 431-437 ◽  
Author(s):  
Abdul Aziz Fazilah ◽  
Nur Najmiyah Jaafar ◽  
Sulaiman Suraya
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Product ◽  
Success Factor ◽  
Management Support ◽  
Critical Success ◽  
Research Activities

This research paper shows a framework to conduct an empirical study in Malaysian automotive industry in order to improve their performance. There are factors which are effective factors in improving performance of Malaysian automotive companies namely top management support, cross functional teamwork, new product development (NPD) process, NPD strategies, and market research activities. The critical success factor of NPD is playing a fundamental role in determining the performance in Malaysian automotive companies. In this research study, a framework has been developed that includes critical success factors of NPD and project achievement to study their influence on the performance of Malaysian automotive companies. It is hoped that this paper can provide an academic source for both academicians and managers due to investigate the relationship between critical success factors of total NPD, project achievement and company performance in a systematic manner to increase successful rate of NPD progress.

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