scholarly journals The Effect of Strategic Management Practices on the institutional Performance; the case of Dedebit credit and saving institution in Eastern Tigray

2019 ◽  
Vol 3 (3) ◽  
pp. 80-97 ◽  
Author(s):  
Meseret Meres
Keyword(s):  
Strategic Management ◽  
Structural Changes ◽  
Management Practices ◽  
Positive Impact ◽  
Strategic Plan ◽  
Strategy Implementation ◽  
Management Tool ◽  
Institutional Performance ◽  
Positive Effects ◽  
Qualitative Approaches

Strategic management was first originated in the Military and adopted to the business sector as important management tool in response to the unpredictable, turbulent, and chaotic world. It is the process of determining what an organization intends to be in the future and how it will get there. It is a tool which helps to define the best future for the organization and the best path to reach that destination. The overall objective of the study is to examine the Effect of Strategic Management Practices on the institutional Performance; the case of Dedebit credit and saving institution in Eastern Tigray. This study the Effect of Strategic Management Practices among 128 sampled Dedebit credit and saving institution out of 346-targeted population at eastern Tigray. Stratified sampling was employed to select the respondents in this study. The study utilized both quantitative and qualitative approaches. Data was collected through questionnaires and documents of the organization also SPSS was used to analyze data. Data analysis was carried out using descriptive statistics and multi regression model. The descriptive part presents the stages of effect of strategic management Dedebit credit and saving institution using graphs and table based on the position held and experience. The empirical study shows strategic management implementation was found to be of more challenging than the designing process. Most respondents confirmed their capability of translating the strategic into action plans also self-initiated to prepare a comprehensive strategic plan rather than considering as an imposition of their donors. Findings showed that most DECSI try to manage strategically by aligning Initiatives with Strategy, engaging staff fully in strategy implementation, keeping staff fully informed about corporate strategic direction, monitoring strategy and implementation in order to adapt it where necessary to meet the challenges and realities of the times and structuring the organization to be effective in its strategy implementation. The study also showed that all the strategic management practices had significant positive effects on organization performance. Furthermore, the study showed that the most ensnaring pitfall of strategic management is the inability of organizations to translate strategy into a corporate purpose. This was followed by short term planning, failure to create accountability for results, inability to foster belief in the strategy, ignoring external trends, overconfidence based on existing success and failure to respond to structural changes in the market. Finally, the study showed that strategic management practices have direct positive relationship with corporate performance. Based on the findings, the study recommended that managements of savings and loans companies factor into their strategic management decisions, the marketing environment and the prevailing macro conditions in order to come out with an effective strategic plan that would have positive impact on institutional performance. Keywords: strategic management practices, performance, DECSI, Eastern Zone.

scholarly journals Manajemen Strategis Organisasi Nirlaba

2007 ◽  
Vol 1 (4) ◽  
pp. 176
Author(s):  
Sumengen Sutomo
Keyword(s):  
Strategic Management ◽  
Organization Structure ◽  
Strategic Plan ◽  
Strategy Implementation ◽  
Communication Strategy ◽  
Strategy Formulation ◽  
Strategy Analysis ◽  
For Profit ◽  
Not For Profit ◽  
Strategy Evaluation

Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit

STRATEGIC INNOVATION AT THE FIRM LEVEL: THE IMPACT OF STRATEGIC MANAGEMENT PRACTICES ON ENTREPRENEURIAL ORIENTATION

2014 ◽  
Vol 18 (02) ◽  
pp. 1450016 ◽  
Author(s):  
McEDWARD MURIMBIKA ◽  
BORIS URBAN
Keyword(s):  
Strategic Management ◽  
Entrepreneurial Orientation ◽  
Management Practices ◽  
Positive Impact ◽  
Emerging Market ◽  
Planning Horizon ◽  
Practical Consideration ◽  
Business Services ◽  
Firm Level ◽  
The Impact

The study combines the research domains of strategic management and corporate innovation by examining the impact of strategic management practices on entrepreneurial orientation (EO). Recognising the importance of internal business processes that enable firm entrepreneurial behaviour, it is hypothesised that higher levels of EO are positively associated with the strategic management practices of (1) locus of planning, (2) scanning intensity, (3) planning flexibility, (4) planning horizon, and (5) strategy and financial control attributes. Empirical testing takes place in an under-researched emerging market context on a sample of 219 financial and business services firms. The results provide support for the positive impact that the different strategic management practices have on EO. A practical consideration is for managers to leverage the strategic management practices so that the firm's position on the conservative-entrepreneurial continuum is increased by its propensity to be innovative, proactive, and be willing to take risks when confronted by uncertainty.

Features of shadowing the sphere of information and communication services at the national and regional levels

2020 ◽  
pp. 8-17
Author(s):  
Roman Yaremchuk
Keyword(s):  
Economic System ◽  
Structural Changes ◽  
Shadow Economy ◽  
Positive Impact ◽  
Developed Countries ◽  
Global Scale ◽  
Market Development ◽  
Services Sector ◽  
Positive Effects ◽  
High Level

Based on the assessment of the features and basic preconditions for the shadowing of ICT services in the regions of Ukraine, it is substantiated that a significant level of its shadowing, especially in the IT sector, is an unfavorable factor that limits the positive effects and structural changes in Ukraine’s socio-economic system and also hinders the most complete and effective realization of its development potential. It is established that lack of effective judicial system and specialized standard and legal base, and also the low level of ICT services domestic market development and generally low investment appeal of our country’s economic system remains the main obstacles which hinder the achievement of the high level of the Ukrainian ICT sector development and increase in competitiveness of its services on a global scale. It leads not only to the deepening lag of the ICT services sector of Ukraine from its main competitors on a global scale, but also to maintaining a high level of its shadowing, which negatively affects the prospects of the national economy and increasing the efficiency of its potential in ensuring economic development of the regions of Ukraine. The maximum positive impact of the ICT services sector in the development of the economic system is possible only if it, in addition to increasing its competitiveness in the global IT market, will contribute to the growth and improvement of the domestic IT market through the implementation of experience gained in the economic systems of developed countries in creation and introduction of modern innovative technologies, products, methods of organization and management of business processes. The positive impact of the ICT services sector on the internal IT market development in Ukraine is significantly limited by numerous regulatory and economic barriers, which together with the high level of the shadow economy, both in the ICT services sector and in the economic system of Ukraine in general, noticeably reduce its investment attractiveness for foreign and domestic investors. According to the assessment of the shadow economy level in the ICT services sector of Ukraine in 2013-2018 by the method of unprofitable enterprises, the interdependence between changes in the level of the shadow economy in ICT services sector and some parameters of its productivity in the economic system is defined. It allowed to find out the main reasons for the shadowing and the threats of its growth in the ICT services sector in Ukraine, and also to identify possible ways to overcome them in the near future.

scholarly journals STRATEGIC MANAGEMENT PRACTICES AS A KEY DETERMINANT OF SUPERIOR NON-GOVERNMENTAL ORGANIZATIONS PERFORMANCE

2016 ◽  
Vol 11 (2) ◽  
pp. 71-92
Author(s):  
Mohammed Aboramadan ◽  
Elio Borgonovi
Keyword(s):  
Strategic Management ◽  
Financial Performance ◽  
High Performance ◽  
Management Practices ◽  
Positive Impact ◽  
Strategy Formulation ◽  
Palestinian Territories ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
The Impact

Based on a review of prior studies, this research seeks to enrich the management literature by examining and empirically testing the impact of each of the strategic management practices (environmental scanning, strategy formulation, strategy implementation, and strategy evaluation-monitoring) on financial and non-financial performance of non-governmental organizations (NGOs). A questionnaire was developed and validated to measure strategic management practices and NGOs financial and non-financial performance. Questionnaires were distributed to projects coordinators, programs officers and administration officers of seventy-nine international NGOs operating in the Palestinian Territories. 237 questionnaires were distributed and 160 questionnaires were returned and were usable for statistical analysis. The research results demonstrates that strategic management practices have positive impact not only on financial performance but on non-financial performance of these organizations. Moreover, the research recommends that NGOs rely on strategic management as a means to achieve high performance. Key words: financial performance, Non-Governmental Organizations, non-financial performance, strategic management practices.

Balanced Scorecard in the strategic planning of a construction company

2018 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Roberth Frias ◽  
Maria Medina
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Organization Theory ◽  
Management Control ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
Construction Company ◽  
Construction Companies ◽  
The Impact

This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

INFLUENCE OF GREENHOUSE SHADING AND DIFFERENT NUTRIENT MANAGEMENT PRACTICES ON ALLEVIATING HEAT STRESS, IMPROVING PLANT NUTRIENTS STATUS, FLOWERING GROWTH AND YIELD OF TOMATO

2020 ◽  
Vol 51 (4) ◽  
pp. 1001-1014
Author(s):  
Sulaiman & Sadiq
Keyword(s):  
Heat Stress ◽  
Management Practices ◽  
Nutrient Management ◽  
Block Design ◽  
Nutrient Status ◽  
Growth And Yield ◽  
Reproductive Growth ◽  
Positive Effects ◽  
Nutrition Programs ◽  
The Impact

The experiment was conducted in a greenhouse during 2017 and 2018 growing seasons to evaluate the impact of the shading and various nutrition programs on mitigating heat stress, reducing the use of chemical minerals, improving the reproductive growth and yield of tomato plant. Split-plot within Randomized Complete Block Design (RCBD) with three replications was conducted in this study. Shading factor was allocated in the main plots and the nutrition programs distributed randomly in the subplots. Results indicate that shading resulted in the decrease of daytime temperature by 5.7˚C as an average for both seasons; thus a significant increasing was found in leaf contents of macro nutrients (Nitrogen, Phosphorous, and Potassium), and micro nutrients (Iron, Zinc and Boron), except the Iron content in 2018 growing season. Furthermore, shading improved significantly the reproductive growth and tomato yield. Among the plant nutrition programs, the integrated nutrient management (INM) including the application of organic substances, bio inoculum of AMF and 50% of the recommended dose of chemical fertilizers; lead to the enhancement of nutrients content, reproductive characteristics and plant yield. Generally, combination of both shading and INM showed positive effects on plants nutrient status and persisting balance on tomato flowering growth and fruits yield.

Delegation of Responsibilities: A Leadership Tool for Subordinates’ Competence Development in Selected Organisations in Ibadan Metropolis

2015 ◽  
Vol 13 (1) ◽  
Author(s):  
Samuel Ayodeji Omolawal
Keyword(s):  
Data Collection ◽  
Survey Research ◽  
Research Design ◽  
Competence Development ◽  
P Value ◽  
Important Ingredient ◽  
Public And Private ◽  
Positive Effects ◽  
Organisational Climate ◽  
Qualitative Approaches

Delegation of responsibilities constitutes a very important ingredient of good leadership in organisations and is critical to competence development of workers. However, experience shows that many leaders are unwilling to delegate responsibilities to their subordinates for a number of reasons. This study was therefore designed to investigate delegation of responsibilities as a tool for competence development of subordinates in selected organisations in Ibadan metropolis. The study, anchored on Elkem’s model, was descriptive and adopted survey research design with a combination of both quantitative and qualitative approaches. It was conducted on 206 respondents randomly selected from 20 public and private organisations in Ibadan. Questionnaire and IDI were instruments of data collection, while the data collected were analysed using both quantitative and qualitative techniques. The study showed that respondents perceived delegation of responsibilities as a vital tool for developing, equipping and motivating subordinates; and that it had positive effects on subordinates’ performance (X2 = 11.14, p-value = 0.001). The study also revealed that lack of confidence in subordinates (79%), level of skill and competence (66%), organisational climate (68%) and bureaucracy (58%) were barriers to delegation of responsibilities. Delegation of responsibilities is a cost-free way of enhancing competence development of subordinates in organisations, and should therefore, be encouraged among leaders irrespective of their levels.

Human potential in the system of social and economic development: problems and prospects of Vinnytsia region

2020 ◽  
pp. 71-80
Author(s):  
Olesya Tomchuk
Keyword(s):  
Economic Development ◽  
Human Development ◽  
Rural Areas ◽  
Structural Changes ◽  
Agricultural Sector ◽  
Positive Impact ◽  
Well Being ◽  
Human Potential ◽  
High Tech ◽  
Social And Economic Development

The article highlights the problems and prospects of human development, which is the basis for the long-term strategies of social and economic growth of different countries and regions at the present stage. Submitting strategies of this type provides an opportunity to focus on individual empowerment and to build a favorable environment for effective management decisions in the field of forming, maintaining, and restoring human potential. The analysis of the Vinnytsia region human potential dynamics in the regional system of social and economic development factors was carried out. Application of generalized assessment of the regional human development index components allowed the identification of the main trends that characterize the formation of human potential of the territory, including the reproduction of the population, social environment, comfort and quality of life, well-being, decent work, and education. The article emphasizes that despite some positive changes in the social and economic situation of the region and in assessing the parameters of its human development level relative to other regions of Ukraine, Vinnytsia region is now losing its human potential due to negative demographic situation and migration to other regions and countries. The main reason for such dynamics is proven to be related to the outdated structure of the region's economy, the predominance of the agricultural sector, the lack of progressive transformations in the development of high-tech fields of the economy. An important factor is the low level of urbanization of the region, which leads to the spread of less attractive working conditions and less comfortable living conditions. The key factors that cause the growth of urbanization in the region have been identified, including the significant positive impact of the transport and social infrastructure expansion, the lack of which in rural areas leads to a decrease in the level and comfort of life. Without progressive structural changes in the economy and the resettlement system, the loss of human potential will continue.

The Effects of Technology Supports on Community Grocery Shopping Skills for Students With Intellectual and Developmental Disabilities: A Meta-Analysis

2021 ◽  
pp. 016264342198997
Author(s):  
Sojung Jung ◽  
Ciara Ousley ◽  
David McNaughton ◽  
Pamela Wolfe
Keyword(s):  
Developmental Disabilities ◽  
Positive Impact ◽  
Single Case ◽  
Effect Sizes ◽  
Future Research ◽  
Intellectual And Developmental Disabilities ◽  
Positive Effects ◽  
Analytic Review ◽  
Wide Range ◽  
The Impact

In this meta-analytic review, we investigated the effects of technology supports on the acquisition of shopping skills for students with intellectual and developmental disabilities (IDD) between the ages of 5 and 24. Nineteen single-case experimental research studies, presented in 15 research articles, met the current study’s inclusion criteria and the What Works Clearinghouse (WWC) standards. An analysis of potential moderators was conducted, and we calculated effect sizes using Tau-U to examine the impact of age, diagnosis, and type of technology on the reported outcomes for the 56 participants. The results from the included studies provide evidence that a wide range of technology interventions had a positive impact on shopping performance. These positive effects were seen for individuals across a wide range of ages and disability types, and for a wide variety of shopping skills. The strongest effect sizes were observed for technologies that provided visual supports rather than just auditory support. We provide an interpretation of the findings, implications of the results, and recommended areas for future research.

scholarly journals The Influence of Dynamic and Adaptive Marketing Capabilities on the Performance of Portuguese SMEs in the B2B International Market

2021 ◽  
Vol 13 (2) ◽  
pp. 579
Author(s):  
Caroline Reimann ◽  
Fernando Carvalho ◽  
Marcelo Duarte
Keyword(s):  
Positive Impact ◽  
International Marketing ◽  
International Market ◽  
Marketing Capabilities ◽  
Moderating Effects ◽  
Competitive Intensity ◽  
Positive Effects ◽  
Marketing Performance ◽  
Market Learning ◽  
Positive Effect

The present investigation aims study the sustainability of the business model of the Portuguese SMEs operating in the B2B International market analyzing the influence of dynamic marketing capabilities and adaptive marketing capabilities in their international marketing performance. It will also analyze the moderating effects of Competitive Intensity within this international scenario. A quantitative study was developed, using a questionnaire as a research method. In total, 335 valid responses were collected from Portuguese SMEs in June 2020. To test the hypotheses, multiple hierarchical regressions were performed. As for the analyzes involving Competitive Intensity environments, namely low and high intensity, dummies were developed to evaluate the different effects produced by the capacities in the International Marketing Performance. This study shows the positive impact of the dynamic marketing capabilities and adaptive marketing capabilities on the international marketing performance of the surveyed companies, essentially from the product development management, supply chain management, vigilant market learning and open marketing. when in a low competitive intensity environment only dynamic marketing capabilities had a positive effect on performance, but in a high, competitive, intensity environment both dynamic marketing capabilities and adaptive marketing capabilities showed positive effects in relation to performance. This study innovates by bringing international marketing, through two marketing capacities, from the perspective of SMEs that perform B2B activities.

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