Using Strategic Planning to Improve Performance Management and Its Impact on Organizational Success

2015 ◽  
Vol 6 (4) ◽  
pp. 44-63 ◽  
Author(s):  
Ahmad Ali Mohassesi ◽  
Rozita Shahbaz Keshvari
Keyword(s):  
Strategic Planning ◽  
Private Sector ◽  
Performance Management ◽  
Planning Process ◽  
Management Practice ◽  
Primary Data ◽  
Management Performance ◽  
Management Tools ◽  
Management Function ◽  
Structured Questionnaire

This research investigated the use of the strategic planning process in improving the management performance of private sector in Iran. Measuring performance is a necessary management practice if action is to result in desired outcomes. An important objective of the Iranian private sector was to focus the attention of private servants on clear specified results rather than bureaucratic procedures. The development of performance management to date appears inadequate in that the most important component of results – outcomes is overlooked from the measurement. Primary data were collected through structured questionnaire with 100 respondents from 20 randomly selected private sectors in different environment. The findings showed the necessity of implementation of strategic planning in private sector concerning the use of appropriate performance management tools and strengthening the implementation of strategic planning functions in order to improve management performance. These findings suggest that specific management function-focused process should be designed and implemented.

Using Strategic Planning to Improve Performance Management and Its Impact on Organizational Success

2018 ◽  
pp. 932-950
Author(s):  
Ahmad Ali Mohassesi ◽  
Rozita Shahbaz Keshvari
Keyword(s):  
Strategic Planning ◽  
Private Sector ◽  
Performance Management ◽  
Planning Process ◽  
Management Practice ◽  
Primary Data ◽  
Management Performance ◽  
Management Tools ◽  
Management Function ◽  
Important Objective

This research investigated the use of the strategic planning process in improving the management performance of private sector in Iran. Measuring performance is a necessary management practice if action is to result in desired outcomes. An important objective of the Iranian private sector was to focus the attention of private servants on clear specified results rather than bureaucratic procedures. The development of performance management to date appears inadequate in that the most important component of results – outcomes is overlooked from the measurement. Primary data were collected through structured questionnaire with 100 respondents from 20 randomly selected private sectors in different environment. The findings showed the necessity of implementation of strategic planning in private sector concerning the use of appropriate performance management tools and strengthening the implementation of strategic planning functions in order to improve management performance. These findings suggest that specific management function-focused process should be designed and implemented.

Manajemen Strategik Rumah Amal Salman dalam Meningkatkan Fundraising Zakat

2017 ◽  
Vol 2 (1) ◽  
pp. 68-85
Author(s):  
Erlin Latifah ◽  
Yusuf Zaenal Abidin ◽  
Ahmad Agus Sulthonie
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Performance Management ◽  
Primary Data ◽  
Strategy Formulation ◽  
Medium Term ◽  
Short Term ◽  
Surrounding Environment ◽  
Depth Interviews

Penelitian ini bertujuan untuk mengetahui bagaimana tahapan manajemen strategik yang dimulai dari Formulasi Strategi, Implementasi Strategi dan yang terakhir Evaluasi Strategi yang digunakan Rumah Amal Salman. Metode yang digunakan dalam penelitian ini menggunakan metode deskriptif dengan pendekatan kualitatatif. Adapun teknik pengumpulan data dengan menggunakan kajian pustaka,observasi, dan wawancara secara mendalam dengan Manajer Litbang Rumah Amal Salman sebagai data primer dan sekunder. Dari hasil penelitian menunjukan bahwa pada tahapan Formulasi Strategi tentang perumusan visi,misi dan tujuan Rumah Amal Salman dengan melakukan analisis lingkungan sekitarnya terlebih dahulu untuk mempertahankan kekuatan dan mengambil peluang yang ada sehingga bisa meminimalisir kelemahan dan ancaman yang terjadi pada lingkungan sekitar sehingga bisa  meningkatkan fundraising zakat.Sedangkan pada tahap Implementasi Strategi yaitu penerapan perencanaan strategis pada program kerja jangka pendek yaitu pada program Salman Day Out Picnic, jangka menengah yaitu program Kampung bangkit, dan jangka panjang yaitu pada program Manajemen kinerja Ekselen Kriteria Zakat. Dan tahapan terakhir yaitu  Evaluasi Strategi yaitu mengevaluasi seluruh kegiatan kerja yang berskala jangka pendek, jangka menengah, dan jangka panjang.Untuk menghasilkan inovasi terbaru pada perencanaan stretgis pada program berikutnya. Oleh karena itu, dapat disimpulkan bahwa manajemen strategik Rumah Amal Salman telah dijalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya meningkatkan Fundraising Zakat. This research aims to find out how the stages of Strategic Management that starts from Strategy Formulation, Strategy Implementation and the last Evaluasi Strategy used Rumah Amal Salman. The data collection techniques using literature review, observation and in depth interviews whit the Rumah Amal Salman research and development manager as secondary and primary data. From the result of the research indicate that in the Formulation Stage of Strategy on the Formulation of vision, mission and objectives of Rumah Amal Salman by conducting the analysis of the surrounding environment in advance to maintain the strength and take the existing opportunities so as to minimize the weaknesses and threats that occur in the surrounding environment so as to increase fundraising zakat. While at the Implementation Strategy stage is the implementation of strategic planning on short term work program that is on Salman Day Out Picnic Program, medium term that isin Kampung Bangkit, and long term that is in program of performance Management of Eccentric Criteria Of Zakat. And the last stage of the Strategy Evalution is to evaluate all work activities that are short term,medium term,and long term. To generate the latest innovations in strategic planning in thenext program. Therefore,it can beconcluded that Rumah Amal Salman Strategic Management has been well executed and shows significant success in efforts to increase the fundraising zakat.

scholarly journals Quality Management Practice Influences Organizational Performance: A Case of a Vietnamese SME

2017 ◽  
Vol 13 (9) ◽  
pp. 33 ◽  
Author(s):  
Giang Ngo Tinh Nguyen ◽  
Duong Tran Thuy Ninh
Keyword(s):  
Quality Management ◽  
Strategic Planning ◽  
Customer Satisfaction ◽  
Human Resources ◽  
Organizational Performance ◽  
Process Management ◽  
Planning Process ◽  
Positive Impact ◽  
Management Practice ◽  
Human Resources Management

Quality Management Practice (QMP) has been proven its positive impact on organizational performance and received significant attention in recent years. However, there is little or no studies on QMP and organizational performance in Vietnam, specifically in Binh Duong. This research concentrated on finding the degree to which five elements of QMP namely Leadership, Strategic Planning, Process Management, Human Resource Management and Customer Satisfaction influence organizational performance within the scope of a SME in Binh Duong, Vietnam. In this study, a survey was conducted involving internal human resources and external customers, resulting in a response rate of 100 percent. Data was collected from three different perspectives of managers, staff and customer to gain the best insight understanding. The results of the survey revealed that Strategic Planning, Human Resources Management and Customer Satisfaction take important role to play in increasing performance of this organization while the other fundamentals needs more improvement to fully implement QMP at the company. This research has the potential for further research to enhance the standards of QMP in Binh Duong area.

scholarly journals Characteristics of local development planning from the perspective of planning documents referring to selected tourist communes

Management ◽  
2012 ◽  
Vol 16 (2) ◽  
pp. 323-342
Author(s):  
Andrzej Rapacz ◽  
Daria E. Jaremen
Keyword(s):  
Strategic Planning ◽  
Public Management ◽  
Swot Analysis ◽  
Planning Process ◽  
Local Development ◽  
Development Planning ◽  
External Financing ◽  
Management Tools ◽  
Practical Usefulness ◽  
Tools And Techniques

Abstract Characteristics of local development planning from the perspective of planning documents referring to selected tourist communes Local development planning (including the preparation of planning documents) as well as undertaking initiatives and tasks supporting local development (resulting from planning documents) play the key role in local development steering process. The objective of the hereby paper is to analyze planning documents prepared for the selected territorial self-government units (four tourism oriented communes located in Lower Silesia region) in relation to strategic planning qualities identification in particular communes and referring these qualities to the conditions of effective strategic planning (discussed in literature on public management). The conducted research results confirm that many strategic planning qualities, in the selected communes, may be responsible for lowering its effectiveness. The ones, which are mainly responsible for counteracting effective planning, are as follow: reducing SWOT analysis to just the method for listing strengths and weaknesses of communal development potential, as well as presenting only the opportunities and threats; the absence of new management tools and techniques application, including the scenario oriented method; uncritical transfer of patterns from strategies prepared for other communes and referring to planning documents more as the condition for obtaining external financing sources rather than an actual programme facilitating the accomplishment of developmental goals. In spite of the above, the improvement of planning process has been observed in communes, which in consequence should result in higher level of local development programmes practical usefulness.

scholarly journals Strategic Communications and Corporate Branding: a Study of Jebsen & Jessen Indonesia Group

2017 ◽  
Vol 10 (1) ◽  
pp. 37-52
Author(s):  
Heny Wahyu Tamara Dwi Lestari ◽  
Dindin Dimyati ◽  
Mohammad Shihab
Keyword(s):  
Strategic Planning ◽  
Public Relations ◽  
Corporate Branding ◽  
Planning Process ◽  
Secondary Data ◽  
Primary Data ◽  
Corporate Communications ◽  
Branding Strategy ◽  
Strategic Planning Process ◽  
Communication Processes

Corporate communications hold a vital function to maintain the company’s positive image and reputation in front of stakeholders. A corporate communications practitioner must be able to handle a variety of communication processes in an organization, including to determine the right strategy to reach its communications goal. The purpose of this research is to analyze the corporate communications strategy of Jebsen & Jessen Indonesia Group to create its corporate branding and reflect it with public relations strategic planning process. The researcher gathered the primary data from in-depth interview with key informant and combine it with secondary data from other relevant data. Afterwards, it was verified by triangulation to strengthen the credibility of data and continue with analysis process. This research concluded that Jebsen & Jessen Indonesia Group has implemented its corporate branding strategy accordingly to public relations strategic planning process. Some of the targets have been achieved in one year period, however there have been suggestions to improve the future corporate branding strategy formation.

Innovative HRM Practices: A Comparison of Public and Private Sector Banks of India

2015 ◽  
Vol 2 (1) ◽  
Author(s):  
Harjeet Kour ◽  
Kamlesh Gakhar
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Performance Management ◽  
Primary Data ◽  
Public And Private ◽  
The Public ◽  
Public Sector Banks ◽  
Hrm Practices ◽  
Significant Difference ◽  
Public And Private Sector

Due to globalisation, public sector banks are facing tough competition from the private sector banks, both domestic and foreign. To improve their efficiency and to excel in performance, they have realised the significance of innovative HRM practices, which were earlier being used largely by private sector banks. The present study is based on primary data collected from four hundred two employees of eight banks of India comprising of four banks each from the public and private sector. We examine if there is any statistically significant difference between public and private sector banks in the implementation of forty nine innovative HRM practices. These practices fall under seven different heads: recruitment and selection, training and development, performance management, compensation management, career development, employee motivation and employee security. The results of the t-tests indicate that in the area of innovative HRM, organisational policies and practices in the public and private sectors remain different in many important respects. It has been found that the private sector banks are far ahead of the public sector banks regarding the implementation of these practices. Further, it has been found with the help of different statistical tools that the level of implementation of these innovations in the eight surveyed banks also varies when examined individually.

scholarly journals Perencanaan Strategi Pengembangan Potensi Desa Cemoro Sebagai Desa Wisata Berbasis Masyarakat dan Budaya

2021 ◽  
Vol 9 (2) ◽  
pp. 279-290
Author(s):  
Wahyu Fajar H ◽  
Marsudi Marsudi ◽  
Rino Ardhian Nugroho
Keyword(s):  
Strategic Planning ◽  
Research Methods ◽  
Local Community ◽  
Planning Process ◽  
Public Awareness ◽  
Data Sources ◽  
Primary Data ◽  
Quantitative Research Methods ◽  
Tourism Potential ◽  
Litmus Test

There are obstacles in the development of Cemoro Village as a community and culture-based tourism village which makes the development process of a tourism village not conducted optimally. The obstacles faced are the lack of coordination between the Tourism Awareness Group (Pokdarwis) and the Cemoro government and the Department of Culture, Youth, and Sports of Temanggung Regency, the lack of facilities and infrastructure to support the development of the tourist village, and the lack of public awareness in developing and maintaining the existing natural, cultural, and religious potential. Therefore, there must be planning suggestions in the process of developing the tourist village.The author used the theory of the strategic planning process according to Bryson which has eight steps. In this study, the authors used only four of Bryson's eight strategic planning processes: assessing the external environment, assessing the internal environment, identifying strategic issues faced by the organization, and formulating strategic strategies to manage these issues. This research used descriptive qualitative research methods and quantitative research methods. The research location was in Cemoro Village, Wonoboyo District, Temanggung Regency. The primary data sources were obtained through informants and sources, and the secondary data sources were obtained through archives and documents. The data collection techniques were in the form of interview, observation, documents, and questionnaires. The sampling was done by sampling technique, and the data validity was done by using source triangulation technique. the data analysis techniques were done by conducting Qualitative Analysis, SWOT Analysis, and Litmus Test. From the results of research using the litmus test, there are 4 issues that are very strategic, including: maximizing coordination with related agencies to increase tourism potential, building facilities and infrastructure by involving the local community, conducting discussion with the community about the importance of preserving nature that can be tourism potential, and optimizing cooperation with communities/volunteers to conduct training on tourism management.

Closing the strategic planning and implementation gap through excellence in the public sector: empirical investigation using SEM

2020 ◽  
Vol 24 (4) ◽  
pp. 553-573 ◽  
Author(s):  
Hassan Al-Dhaafri ◽  
Mohammed Alosani
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Strategy Implementation ◽  
Partial Least Square ◽  
Least Square ◽  
Mediating Effect ◽  
Primary Data ◽  
Content Type ◽  
Strategic Planning Process ◽  
Planning Strategy

Purpose Strategic planning and strategy implementation are proposed to impact overall performance. However, the purpose of this study is to empirically examine the mediating effect of organisational excellence on the relationship between strategic planning, strategy implementation and organisational performance (OP). Design/methodology/approach Hypotheses have been developed for testing using primary data obtained through a survey questionnaire. The data were gathered from the Dubai police organisation. Out of a total of 500 questionnaires, only 244 questionnaires were returned. For measurement and structural models, the structural equation modelling (SEM) approach was used to analyse the data. Findings All proposed hypotheses were supported and confirmed the positive and significant relationships between strategic planning, strategy implementation, organisational excellence and OP. Statistical findings using SEM-partial least square also confirmed the mediating role of organisational excellence as a mechanism between strategic planning, strategy implementation and OP. Practical implications Results discussed many valuable implications. The outcomes will help managers, decision-makers and practitioners to consider organisational excellence strategy when implementing strategic planning process to achieve the best performance. Originality/value The current study is one of the most important empirical studies to analyse and examine the relationships between strategic planning, strategy implementation organisational excellence and business performance. In addition, this study is one the rare studies that involve excellence as a practice when implementing strategic planning process.

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