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.

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 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 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. 

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 Analisis Dampak Penerapan Strategi Pengelolaan Terhadap Peningkatan Hasil Pengelolaan Wakaf Uang

2021 ◽  
Vol 5 (2) ◽  
pp. 19-41
Author(s):  
Hendra ◽  
Ana Mar’a Khonita
Keyword(s):  
Qualitative Method ◽  
Strategic Plan ◽  
Economic Problems ◽  
Strategic Plans ◽  
The Impact ◽  
Descriptive Qualitative

This study uses a descriptive qualitative method to analyze the strategy of the ACT Global Waqf Institution in managing cash waqf and determine the impact of implementing  strategic plan on the management of the ACT Global Waqf Institution's of cash waqf. The results of the study show that First, there are 3 strategic plans implemented by the Global Waqf Institute ACT, namely Creating an Ecosystem Program that touches from upstream to downstream, Managing cash waqf funds professionally, Conducting regular evaluations. Second, the impact of implementing strategic plans on the management of ACT Global Waqf cash waqf in 2017-2018 was very effective due to an increase in percentage in 2017 of 6.79% and in 2018 of 95.48%. However, in 2019 the impact of implementing the strategic plan was less effective due to a decrease in the percentage of -21.60%, this could be due to different economic problems every year, therefore it must be re-evaluated by updating existing programs.

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.

AFRICA’S RENAISSANCE AND POTENTIAL IN THE LEATHER SECTOR WITH REFLECTION TO THE GLOBAL PERFORMANCE

2015 ◽  
Vol 2 (1) ◽  
pp. 1-17 ◽  
Author(s):  
Mwinyihija M.
Keyword(s):  
Value Chain ◽  
Small And Medium Enterprises ◽  
Middle Level ◽  
Individual Member ◽  
Socioeconomic Indicators ◽  
Value Add ◽  
Medium Enterprises ◽  
The Impact ◽  
Productivity And Competitiveness ◽  
Critical Aspects

Africa’s renaissance is inevitable and rapidly emerging as a reality in tandem with the continent’s continued exploration of its natural resources in a more sustained way than previously done. Currently, the clarion call is to value add, avoid plundering and involve its population through the SME’s to adapt modern methods of entrepreneurship. During the study, critical aspects that are envisaged to trigger the growth and development of Africa, included the entry of major countries of the continent into the global emerging markets such as MINT (Mexico, Indonesia, Nigeria and Turkey) and BRICS (Brazil, Russia, India, China and South Africa). For the leather sector, certain socioeconomic indicators such as the youthful participation in the value chain, ownership status, literacy levels and acquired experiences are all contributing to a vibrant sector. It was observed that these indicators if well aligned with individual member states of African Union Commission and structured than productivity and competitiveness of leather products will be attained. As such, ease of either foreign direct investment, local recapitalization and development of the SME’s could become feasible. Indeed, with the emergence of over 300 million youth at middle level income level is construed to start building on the impact of the continents purchasing power. Therefore, Africa needs to respond by address on development of ICT, develop affordable financial support to provide stimulus packages to SME’s (Small and Medium Enterprises) to transform, improve on inter and intra trade to optimize on unexplored synergies and enhance mobility of persons with in Africa as preamble to Africa’s renaissance.

A Macroeconomic Analysis of Agricultural Sector in Nigeria

2019 ◽  
Vol 5 (1) ◽  
pp. 18-25
Author(s):  
Isah Funtua Abubakar ◽  
Umar Bambale Ibrahim
Keyword(s):  
Value Chain ◽  
Crop Production ◽  
Agricultural Sector ◽  
Time Series Data ◽  
Tourism Industry ◽  
Series Data ◽  
Size Analysis ◽  
The Real ◽  
Real Gdp ◽  
The Impact

This paper attempts to study the Nigerian agriculture industry as a panacea to growth as well as an anchor to the diversification agenda of the present government. To do this, the time series data of the four agriculture subsectors of crop production, livestock, forestry and fishery were analysed as stimulus to the Real GDP from 1981-2016 in order to explicate the individual contributions of the subsectors to the RGDP in order to guide the policy thrust on diversification. Using the Johansen approach to cointegration, all the variables were found to be cointegrated. With the exception of the forestry subsector, all the three subsectors were seen to have impacted on the real GDP at varying degrees during the time under review. The crop production subsector has the highest impact, however, taking size-by-size analysis, the livestock subsector could be of much importance due to its ability to retain its value chain and high investment returns particularly in poultry. Therefore, it is recommended that, the government should intensify efforts to retain the value chain in the crop production subsector, in order to harness its potentials optimally through the encouragement of the establishment of agriculture cottage industries. Secondly, the livestock subsector is found to be the most rapidly growing and commercialized subsector. Therefore, it should be the prime subsector to hinge the diversification agenda naturally. Lastly, the tourism industry which is a source through which the impact of the subsector is channeled to the GDP should be developed, in order to improve the impact of such channel to GDP with the sole objective to resuscitate the forestry subsector.

A Preliminary Test of the Impact of De-Globalization on MNC Performance

2021 ◽  
Vol 17 (2) ◽  
pp. 412-428
Author(s):  
Hilla Peretz ◽  
Michael J. Morley
Keyword(s):  
Organizational Context ◽  
Preliminary Test ◽  
Organizational Level ◽  
Institutional Fit ◽  
Preliminary Examination ◽  
Negative Effect ◽  
Key Dimensions ◽  
Using Data ◽  
The Impact ◽  
The Relationship

ABSTRACTWe offer a preliminary examination of whether national and organizational level contexts amplify or reduce the effects of de-globalization on the performance of MNCs. Theoretically, we borrow ideas from both event system theory and institutional fit to propose a model explicating key dimensions of the relationship between de-globalization, national and organizational context, and MNC performance. We then test our ideas using data assembled from 283 MNCs in 20 countries. We find that while de-globalization has a negative effect on MNC performance, national and organizational level contextual endowments do moderate this relationship. We discuss some implications of our findings and highlight attendant limitations.

scholarly journals Understanding Social Impact and Value Creation in Hybrid Organizations: The Case of Italian Civil Service

2021 ◽  
Vol 13 (7) ◽  
pp. 4058
Author(s):  
Paolo Esposito ◽  
Valerio Brescia ◽  
Chiara Fantauzzi ◽  
Rocco Frondizi
Keyword(s):  
Value Chain ◽  
Social Impact ◽  
Civil Service ◽  
Added Value ◽  
Hybrid Organizations ◽  
Case Study Analysis ◽  
Public Resources ◽  
Five Elements ◽  
Definition Of ◽  
The Impact

The aim of this paper is twofold: first, it aims to analyze what kind of value is generated by hybrid organizations and how; second, it aims to understand the role of social impact assessment (SIA) in the measurement of added value, especially in terms of social and economic change generated by hybrids. Hybrid organizations are a debated topic in literature and have different strengths in responding to needs, mainly in the public interest. Nevertheless, there are not many studies that identify the impact and change generated by these organizations. After highlighting the gap in the literature, the study proposes an innovative approach that combines SIA, interview, interventionist approach and documental analysis. The breakdown of SIA through the five elements of the value chain (inputs, activities, outputs, outcomes, and impact) guarantees a linear definition of the value generated through change with procedural objectivity capable of grasping hybrid organizations’ complexity. The value generated or absorbed is the change generated by the impact measured based on the incidence of public resources allocated. Through the SIA and counterfactual approach, the civil service case study analysis highlights how the value generated by public resources can be measured or more clearly displayed in the measurement process itself.

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