scholarly journals Investigation of Performance Indicators in the Strategic Plans of Public Universities in Turkey

2021 ◽  
Author(s):  
Ali Özdemir ◽  
Lütfü Çakır
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Public Universities ◽  
Performance Indicator ◽  
Research Performance ◽  
Education Management ◽  
Strategic Plans ◽  
Item List ◽  
Strategic Goals ◽  
Goals And Objectives

The purpose of this study is to develop performance indicators in line with these goals and objectives in the light of domestic and foreign literature by examining the strategic goals and objectives in the strategic plans of public universities in Turkey. Within the scope of the research, firstly strategic plans of many universities operating at home and abroad were examined and a performance indicator pool consisting of 300 criteria was created in the light of the strategic plans of 11 different universities selected by purposeful sampling. Also Reports of the Council of Higher Education (YÖK) and Ministry of Development on strategic planning were examined. In the second stage, expert opinion was received from 2 faculty members working in the field of education management, and the 300 item list was reduced to 45 performance indicators under 6 main strategic dimensions. In the third and final stage of the research, performance indicators were classified according to their importance by using AHP (Analytical Hierarchy Process) method, which is a multi-criteria decision-making technique. The AHP study was carried out with 10 academics who had scientific studies in the field of strategic planning and worked in university administration. Finally, the performance indicators created for each strategic dimension are listed according to their criterion weights.

scholarly journals Investigation of Performance Indicators in the Strategic Plans of Public Universities in Turkey

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Ali Özdemir ◽  
◽  
Lütfü Çakır ◽  
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Public Universities ◽  
Performance Indicator ◽  
Research Performance ◽  
Education Management ◽  
Strategic Plans ◽  
Item List ◽  
Strategic Goals ◽  
Goals And Objectives

The purpose of this study is to develop performance indicators in line with these goals and objectives in the light of domestic and foreign literature by examining the strategic goals and objectives in the strategic plans of public universities in Turkey. Within the scope of the research, firstly strategic plans of many universities operating at home and abroad were examined and a performance indicator pool consisting of 300 criteria was created in the light of the strategic plans of 11 different universities selected by purposeful sampling. Also Reports of the Council of Higher Education (YÖK) and Ministry of Development on strategic planning were examined. In the second stage, expert opinion was received from 2 faculty members working in the field of education management, and the 300 item list was reduced to 45 performance indicators under 6 main strategic dimensions. In the third and final stage of the research, performance indicators were classified according to their importance by using AHP (Analytical Hierarchy Process) method, which is a multi-criteria decision-making technique. The AHP study was carried out with 10 academics who had scientific studies in the field of strategic planning and worked in university administration. Finally, the performance indicators created for each strategic dimension are listed according to their criterion weights.

Strategic planning in grassland farming: Principles andapplications

1997 ◽  
pp. 191-197
Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Strategic Plans ◽  
Effective Manner ◽  
Farm Business ◽  
Pastoral Farming ◽  
Financial Environment

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance

scholarly journals Financial equilibrium as the special capital condition in holding: abilities to achieve

2019 ◽  
Vol 81 (1) ◽  
pp. 351-356
Author(s):  
L. V. Kislitsyna ◽  
S. A. Kapustina
Keyword(s):  
Financial Performance ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Point Of View ◽  
Financial Equilibrium ◽  
Condition Estimation ◽  
Financial Condition ◽  
Strategic Goals ◽  
Current Article ◽  
Special Rules

Modern company development requires not only tactical and strategic goals settings. It also requires to meet specific financial requirements for capital conditions. As it widely known company's capital conditions estimates with financial performance indicators. This method is quite discussion, nevertheless it still widely applicable. From our point of view, «financial equilibrium» as a one of group key financial performance indicator is crucial. In the capital condition estimation while discussing its adequacy to financial equilibrium, special attention should be given to such performance indicators as: liquidity, risk and yield. Balancing those parameters allows to management by default to achieve financial condition that required. Shown issue reveals its especial actuality for holdings, due to its complicated structure of inner communications which made it hard to achieve tactical and strategic goals that been set. Holdings needs to develop and apply special rules for structuring capital flows, which allows to achieve financial equilibrium. This article is about Financial liability limits as a one of factors that impacting holding capital condition. Current article based on researching of the practical approach of financial liabilities limits. Key conclusions revealed in the article.

scholarly journals Key Performance Indicators Of Public Universities Based On Quality Assessment Criteria In Thailand

2011 ◽  
Vol 4 (9) ◽  
pp. 9 ◽  
Author(s):  
Kritsana Sukboonyasatit ◽  
Chaiwit Thanapaisarn ◽  
Lampang Manmar
Keyword(s):  
Quality Assessment ◽  
Performance Indicators ◽  
Public Universities ◽  
Performance Indicator ◽  
Key Performance Indicators ◽  
Public University ◽  
Key Performance Indicator ◽  
The Public ◽  
Corporate Goals ◽  
Strategic Context

The research objective was to develop public universities key performance indicators. Qualitative research and interviews were employed with each public universitys senior executive and quality assessors. The sample group was selected by the office of the public sector development commission and Thailands public universities can be separated into three groups based on their quality assessment score: 1) the high scoring group, 2) the moderate scoring group, and 3) the low scoring group. The results showed that the high scoring group had set a clear strategic context such as vision, mission, core values and corporate goals. In the case of the moderate scoring group it was found that some sections of the strategic context, such as the vision and mission, had already been defined, but corporate goals were yet to be determined. The strategic context was not clear and remained inactive for the low scoring group. In additional, each public university should establish two different sets of key performance indicators; first, a common key performance indicator which is aligned with the public university mission to enhance macro education, and which can be separated by five assessment perspectives as follows: 1) to produce graduates, 2) to promote and expand the universitys research, 3) to provide academic services, 4) to preserve and promote the arts, culture and heritage, and 5) to manage the university. The second specific key performance indicator should be aligned with the universitys strategic context, especially its vision and goals.

scholarly journals Strategic planning in financial institutions

1982 ◽  
Vol 13 (2) ◽  
pp. 53-60
Author(s):  
Kenneth C. Krogh
Keyword(s):  
Strategic Planning ◽  
Financial Institutions ◽  
Mission Statement ◽  
Strategic Plan ◽  
Action Planning ◽  
Continuous Evaluation ◽  
Evaluation Of Performance ◽  
Strategic Plans ◽  
Planning Cycle ◽  
Goals And Objectives

The article outlines an approach to strategic planning for financial institutions in which functional strategic plans are first developed for each business unit or unique area of service in the organization. The bank's overall strategic plan is then developed by approving or modifying individual plans so that resources are channelled into areas offering the greatest potential for achievement of the bank's goals. The strategic planning cycle for each line of business should include eight planning elements: mission statement; internal analysis including the unit's strengths and weaknesses; external analysis which includes opportunities and threats in the environment; goals and objectives; strategies for action; management review action; planning for implementation; and continuous evaluation of performance of both people and products in terms of the strategic plan and stated objectives. Several models are shown to illustrate the process.

scholarly journals Current Priorities in Campus Recreation: A Multi-Institutional Study of Strategic Plans

2019 ◽  
Vol 43 (1) ◽  
pp. 43-54
Author(s):  
Leeann M. Lower-Hoppe ◽  
Megan L. Parietti ◽  
W. Andrew Czekanski
Keyword(s):  
Strategic Planning ◽  
The United States ◽  
Assessment Model ◽  
Campus Recreation ◽  
Organizational Strategies ◽  
Public And Private ◽  
Industry Standards ◽  
Strategic Plans ◽  
Quality Programming ◽  
Goals And Objectives

Strategic planning is a proactive process of analyzing an organization to identify the organization’s values, mission, vision, goals, and objectives. Within campus recreation, research has focused on the processes of strategic planning, without examining the distinct organizational strategies of individual departments. The purpose of the study was to examine the content and structure of strategic plans within campus recreation and identify major priorities across institutions as a means to inform campus recreation practice. To achieve this aim, document analyses were conducted on campus recreation strategic plans of five large universities (public and private) across the United States for content and structure. The data were categorized by prominent strategic planning components outlined in Haines’s campus recreation assessment model, from which codes and themes emerged. A standard of excellence, service, and outcomes were identified as major priorities across institutions and strategic planning components. The results demonstrated an ineffective structure of goals and objectives, highlighting areas for improvement. Through empirical investigation, industry standards can be established to enhance quality programming in campus recreation.

scholarly journals Multilevel strategic planning in the system of institutional governance mechanisms in Ukraine

2020 ◽  
pp. 7-23
Author(s):  
Alla Melnyk
Keyword(s):  
Strategic Planning ◽  
Management System ◽  
Industrial Development ◽  
System Analysis ◽  
Theory And Practice ◽  
Practical Implementation ◽  
Strategic Plans ◽  
Management Hierarchy ◽  
Strategic Goals ◽  
Different Levels

Introduction. The dilemma of «chaos» (a free choice of behavior by each subject) or development based on assessments and strategic goals, formed in account with internal and external factors that would allow keeping things organised, persists in countries that shape a new economic model. Dismantling of the old economic system, the formation of the foundations of post-industrial development in the XXI century raise the issue of strategic planning. Purpose. The study is devoted to the development of the methodological framework of strategic planning based on clarifying the relationships, goals, differences of its main components in the multilevel management system. Besides, it aims to assess the current practices of strategic planning tools in Ukraine and identify areas for improvement in the context of synergy and its security development. Methods. The methodological basis of the study is the use of systematic and comparative approaches in the analysis of the theory and practice of strategic planning at different levels of government. The following research methods were used: induction and deduction; system analysis is used to identify the components of strategic planning at different levels of management; PEST analysis is used to identify factors leading to insufficient effectiveness of this tool in a multilevel management system; institutional and comparative analysis is used to clarify goals and differences of individual components of the system of strategic planning; abstract and logical is used to identify patterns of evolution of strategic planning in the future; marketing analysis is used to clarify the content of management activities in the framework of strategy. Results. Scientific approaches to the interpretation of the essence and place of strategic planning in the management system are generalized. The author’s position on clarification of the content of strategic planning, delimitation of the concepts of «strategy» (as a direction of action), «strategic planning» (as a management function) is presented. The peculiarities of the presentation of strategic planning at different levels of the management hierarchy in Ukraine are shown. The reasons for the low efficiency of strategic goals success in the course of realization of strategies and strategic plans in domestic practice are revealed. The place of strategic planning in the system of institutional mechanisms of multilevel management is specified considering its current documents in Ukraine; the goals and differences of functional load at different levels of the management hierarchy are differentiated. The empirical analysis of the practice of strategic planning allowed us to identify the main challenges that require the search for management decisions at the methodological, legal, and administrative levels. Specifically, the problem of systematization, hierarchy, and autonomy of planning documents; inconsistency of government’s long-term and medium- term strategies with current financial documents (budgets); low quality of macroeconomic forecasts and disregard for international strategies, the presence of «institutional traps» have been defined. Ways to improve strategic planning at the regional and local levels have been identified, in particular in connection with the decentralization reform and increasing the power of local self-government. Attention is paid to ensuring methodologically sound and procedurally fixed interrelation of planning documents, program and financial documents, organizational and methodological support of monitoring and evaluation, as well as information feedback, application of regional and local marketing tools, etc. The conclusion is made about the expediency of considering strategic planning in the system of management mechanisms in the country as a multilevel system, increasing the level of its systematization to achieve a synergy effect, practical implementation of the highest level of strategic planning - strategizing. Discussion. In the mentioned context, the prospects for further research are the problems of coordination of strategic and financial-budget planning systems, the formation of strategic plans in a new format of administrative-territorial entities, the development of methodological and applied provisions for the implementation of strategies.

scholarly journals Peculiar Features of the Development Strategy in the Banking Sector

2019 ◽  
Vol 4 (2) ◽  
pp. 271-276
Author(s):  
Анна Шевлякова ◽  
Anna Shevlyakova
Keyword(s):  
Strategic Planning ◽  
Theoretical Analysis ◽  
Development Strategy ◽  
Financial Services ◽  
Banking Sector ◽  
Level System ◽  
The Development Strategy ◽  
Strategic Goals ◽  
Key Indicators ◽  
Goals And Objectives

The research features the theoretical aspects of company development strategy. The paper outlines scientific approaches by various authors to the phenomenon of strategic planning and defines the notions of strategic plan and strategy. The theoretical analysis focuses on R. A. Fatkhutdinov’s two-level system and A. B. Idrisov’s concept of strategic planning comparison of marketing strategy. The paper also introduces foreign experience of strategic planning. The research was based on the strategic goals and objectives used by companies that provide financial services, namely Russian banking organizations. The author studied the official rating of Russian banks on a number of key indicators. As a result, Sberbank, VTB, Gazprombank, Rosselkhozbank, and Alfa-Bank were selected for the analysis. The article particularly concentrates on the ways each bank realizes its strategic goals within the development strategy. The research objective was to identify and justify one of the most important peculiarities of the development strategy of the banks.

scholarly journals New Quality of the Accounting Chamber of Ukraine: Development Strategy

2019 ◽  
pp. 40-50
Author(s):  
V. Nevidomyi ◽  
K. Kanonishena-Kovalenko
Keyword(s):  
Strategic Planning ◽  
Development Strategy ◽  
Functional Assessment ◽  
Performance Indicators ◽  
External Audit ◽  
The Development Strategy ◽  
Strategic Goals ◽  
And Performance ◽  
Current Experience

The international approaches to strategic planning in supreme audit institutions and current experience of European countries in developing such strategies are explored. The challenges and problems of external audit in Ukraine are defined in terms of the results of functional assessment and performance indicators of the Accounting Chamber. The development strategy structure, mission, vision, values and strategic goals of the Accounting Chamber are developed.

scholarly journals THE SYSTEM OF EVALUATING THE EFFECTIVENESS OF STRATEGIC PLANNING OF INVESTMENT ACTIVITIES OF ECONOMIC ENTITIES IN THE AGRICULTURAL SECTOR

2020 ◽  
pp. 154-163
Author(s):  
Leonid Pyata
Keyword(s):  
Strategic Planning ◽  
Economic Activity ◽  
Investment Activity ◽  
Strategic Plans ◽  
Study Results ◽  
Essential Components ◽  
Strategic Goals ◽  
Development Goals ◽  
Business Entities ◽  
Definition Of

Introduction. At the current stage of reforming the Ukrainian economy, it is important to increase the level of competitiveness of domestic business entities. One of the ways to achieve this is the transition to the strategic basis of planning and running of economic activity, in particular investment activity. Important in this case is the choice of a system for assessing the level of achievement of certain strategic goals. Therefore, the purpose of writing an article is to determine with a system for evaluating the effectiveness of strategic planning of investment activities of business entities. Methods. According to the theoretical basis of the article, the dialectical method of cognition and the systematic method for studying the issues of strategic planning of investment activity of agricultural entities were used. The main research methods in the article were methods of analysis, synthesis and generalization. Using the analysis method, the components of the system for evaluating the effectiveness of strategic planning of investment activity are analyzed. Using the synthesis method, significant elements of a performance evaluation system are determined. The generalization method was used to form the conclusions of the study. Results. The expediency of strengthening the competitive position of agricultural entities by proving a strategic approach with the definition of strategic development goals and ensuring their achievement and strategic goals of investment activity has been proved. The author has formed a definition of the concept of “the effectiveness of strategic planning of investment activity”. The essential components of the system for evaluating the effectiveness of strategic planning of investment activity: the main and additional indicators. The attention of business entities was emphasized on the importance of flexible application of a system for evaluating the effectiveness of strategic planning of investment activity, taking into account the specialization of their economic activity, the level of material and technical support, the ratio of investment sources, the influence of environmental factors and certain development goals. The results of the study can be used in the process of evaluating the effectiveness of strategies and strategic plans for investment activity at the economic, regional and national levels. Discussion. Prospects for further research are to work out the consistency of the positions of strategic plans for investment activities with certain positions of strategic plans for economic activities of business entities. Keywords: efficiency, economic efficiency, profitability, business activity, liquidity, financial stability.

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