Implementación de la planificación estratégica para empresas del sector automotriz en la ciudad de Santo Domingo de los Tsáchilas, Ecuador: Caso Importadora de Autorepuestos Mendoza

La implementación de herramientas administrativas, tal como la planeación estratégica, permitió establecer directrices para un mayor conocimiento de la situación actual de la empresa, así como también, se identificaron las problemáticas y establecieron las metas a corto y largo plazo. De tal modo, la implementación de las etapas de la planificación estratégica a través de la formulación, implementación y evaluación, establecieron una orientación en cada uno de los puntos importantes de la institución, tales como el desarrollo de políticas de recuperación de cartera, proceso de reposición de inventario y llevar a cabo acciones que determinen el direccionamiento y foco estratégico de la empresa. La implementación de la estrategia a través del mapa estratégico, permitió identificar 11 objetivos multinivel direccionados dentro de la perspectiva financiera, cliente, procesos internos y crecimiento / aprendizaje, seguidamente se evaluó el nivel de cumplimiento de los objetivos implementados mediante el diseño del Balanced Scoredcard de 1er y 2do nivel, con ello dar cumplimiento a la visión general de la empresa. The implementation of administrative tools, such as strategic planning, establishing guidelines for a greater understanding of the current situation of the company, as well as identifying problems and establishing short and long-term goals. In this way, the implementation of the stages of strategic planning through the formulation, implementation and evaluation, established an orientation in each of the important points of the institution, such as the development of portfolio recovery policies, process of inventory replenishment and carry out actions that determine the direction and strategic focus of the company. The implementation of the strategy through the strategic map, found 11 multilevel objectives directed within the financial perspective, customer, internal processes and growth / learning, then the level of fulfillment of the implemented objectives was evaluated through the design of the Balanced Scoredcard of 1st and 2nd level, thereby complying with the general vision of the company.

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Mendukung Kepemimpinan Pendidikan yang Bijaksana: Kepemimpinan Imperatif dan Langkah-Langkah Memajukan Program Pembelajaran dalam Rangka Mempersiapkan Pendidikan Abad ke 21 sebagai Abad Pengetahuan dalam Perspektif Al Qur’an dalam Term Ijtihad

Ta dibia Jurnal Ilmiah Pendidikan Agama Islam ◽

10.32616/tdb.v8.1.145.35-42 ◽

2019 ◽

Vol 8 (1) ◽

pp. 35

Author(s):

Achmad Padi

Keyword(s):

21St Century ◽

Relevant Information ◽

Educational Programs ◽

Current Situation ◽

Leadership Education ◽

21St Century Education ◽

Learning Programs ◽

Improve Student Achievement ◽

Short And Long Term

Wise leadership (education) will direct its ranks to wise teaching as well, grow from honing the main vision of teaching, gathering and reflecting various relevant information about the development of the current situation and embodying clarity of vision, and building further steps from the development of the current situation , and hierarchically compiled a team to study and implement all developments by holding on to the main normative keys of the Qur'an and Hadith. The purpose of this study is to describe efforts to support wise educational leadership: imperative leadership and steps to advance learning programs in order to prepare for 21st century education as a century of knowledge in the perspective of the Qur'an. From the discussion it was concluded that: to advance education and learning programs in schools, the school ranks, especially the principal, as the motorbike do the following things: 1) guided by the main key to change, namely the Qur'an and Hadith; 2) linking school elements and stakeholders in adjusting various aspects of the system and educator practices that contribute to learning achievement; 3) explore data updates on externally locally, regionally and nationally in order to identify current problems and plan internal improvements; 4) planning the development of educational programs to improve student achievement (short and long term); 5) consider the benefits of building support for change in improving educational programs from teachers, administrators, students, parents, education boards, and the wider community

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On the Need to Adopt a Strategic Planning Document «Strategy for the Development of the Higher Education System in the Russian Federation for the Period up to 2030»

Administrative Consulting ◽

10.22394/1726-1139-2020-6-123-135 ◽

2020 ◽

pp. 123-135

Author(s):

R. A. Amirov

Keyword(s):

Higher Education ◽

Strategic Planning ◽

Russian Federation ◽

Education System ◽

System Analysis ◽

Higher Education System ◽

Strategy System ◽

The Russian Federation ◽

Implementation Of The Strategy

The purpose: the article substantiates the importance of the country’s adoption of the strategic planning document «Strategy for the development of the higher education system in the Russian Federation for the period up to 2030».Materials and methods: the research uses theoretical and empirical methods, logical and system analysis, methods of description, prediction and expert assessments. The theoretical basis of the research is the method of strategic management developed by the famous economist, doctor of economic sciences, professor, foreign member of the Russian Academy of Sciences V. L. Kvint.Results: the analysis of numerous definitions of the concept and essence of strategy existing in the scientific literature is carried out, and a number of key positions in its definition are highlighted. Justifications are given for the criteria for developing strategies, using the example of the Strategy for the development of the country’s higher education system for the long term. The features of developing a strategy for the development of higher education are defined, and the hierarchy of levels of the strategy system is presented in relation to the strategy for the development of domestic higher education.Discussion: the strategy proposed for adoption should reflect the state and prospects of development of the higher education system, with the definition of Russia’s position in the world educational space, current challenges and threats facing higher education, identify strategic priorities, goals and objectives, mechanisms and stages of implementation of the strategy, propose scenarios for the development of the higher education system, identify sources of resources for the implementation of the strategy, expected results and monitoring of its implementation.Conclusion: it is noted that various state programs, national, Federal and priority projects, and action plans related to the development of the higher education system are being developed and approved in the country. However, there is no key strategic planning document — the Strategy for the development of the higher education system in Russia for the long term (for example, until 2030). In this regard, it is very relevant to develop and adopt this strategy, which undoubtedly takes into account the historically established traditions and features of the national higher school.

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Uses and Abuses of Ranking in University Strategic Planning

Advances in Educational Marketing, Administration, and Leadership - World University Rankings and the Future of Higher Education ◽

10.4018/978-1-5225-0819-9.ch012 ◽

2017 ◽

pp. 232-251

Author(s):

Zaw Wint ◽

Kevin Downing

Keyword(s):

Higher Education ◽

Strategic Planning ◽

Higher Education Institutions ◽

Substantial Influence ◽

Ranking Systems ◽

The World ◽

Short And Long Term ◽

National Boundaries ◽

World Ranking

The ranking of higher education institutions is a growing phenomenon around the world, with ranking systems in place in more than 40 countries. The emergence of world ranking systems that compare higher education institutions across national boundaries and the proliferation of these since the past decade, are indeed a reality now, and are already exerting substantial influence on both short and long term developments of higher education institutions. Rankings are being used by a variety of stakeholders for different purposes. Rankings are no doubt, useful for fostering institutional strategic planning and management, and their communication externally as well as their own institutional community and the national interest.

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Performance Measurement Through Balanced Scorecard Approach

JURNAL MANAJEMEN BISNIS ◽

10.33096/jmb.v8i2.896 ◽

2021 ◽

Vol 8 (2) ◽

pp. 352-359

Author(s):

Lukman Chalid ◽

Darwis Lannai ◽

Muhammad Syafi'i A. Basalamah

Keyword(s):

Organizational Performance ◽

Balanced Scorecard ◽

Health Centers ◽

The Balanced Scorecard ◽

Financial Perspective ◽

Strategic Approach ◽

Customer Perspective ◽

Short And Long Term ◽

Process Perspective

The purpose of this research is to assess the performance of health centers using the Balanced Scorecard (BSC) framework from four perspectives: the customer perspective, the internal process perspective, the learning and growth perspective, and the financial perspective. The BSC application is intended to measure organizational performance from a variety of perspectives, not just financial ones; there must be a balance of financial and non-financial perspectives. This means that BSC is a strategic approach to evaluating an organization's performance that balances the interests of various stakeholders by balancing short- and long-term objectives.

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Experience with Short and Long Term Courses of Local Adrenal Steroid Therapy For Ulcerative Colitis

Gastroenterology ◽

10.1016/s0016-5085(62)80117-6 ◽

1962 ◽

Vol 42 (6) ◽

pp. 669-677 ◽

Cited By ~ 18

Author(s):

Jean A. Spencer ◽

Joseph B. Kirsner

Keyword(s):

Ulcerative Colitis ◽

Steroid Therapy ◽

Adrenal Steroid ◽

Short And Long Term

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Short- and Long-Term Results of Total vs Subtotal Thyroid- ectomies in the Surgical Treatment of Graves' Disease

Swiss Surgery ◽

10.1024/1023-9332.7.1.20 ◽

2001 ◽

Vol 7 (1) ◽

pp. 20-24 ◽

Cited By ~ 14

Author(s):

Robert ◽

Mariéthoz ◽

Pache ◽

Bertin ◽

Caulfield ◽

...

Keyword(s):

Recurrent Laryngeal Nerve ◽

Nerve Palsy ◽

Recurrent Laryngeal Nerve Palsy ◽

Laryngeal Nerve ◽

Long Term Results ◽

Graves Disease ◽

Laryngeal Nerve Palsy ◽

Short And Long Term

Objective: Approximately one out of five patients with Graves' disease (GD) undergoes a thyroidectomy after a mean period of 18 months of medical treatment. This retrospective and non-randomized study from a teaching hospital compares short- and long-term results of total (TT) and subtotal thyroidectomies (ST) for this disease. Methods: From 1987 to 1997, 94 patients were operated for GD. Thirty-three patients underwent a TT (mostly since 1993) and 61 a ST (keeping 4 to 8 grams of thyroid tissue - mean 6 g). All patients had received propylthiouracil and/or neo-mercazole and were in a euthyroid state at the time of surgery; they also took potassium iodide (lugol) for ten days before surgery. Results: There were no deaths. Transient hypocalcemia (< 3 months) occurred in 32 patients (15 TT and 17 ST) and persistent hypocalcemia in 8 having had TT. Two patients developed transient recurrent laryngeal nerve palsy after ST (< 3 months). After a median follow-up period of seven years (1-15) with five patients lost to follow-up, 41 patients having had a ST are in a hypothyroid state (73%), thirteen are euthyroid (23%), and two suffered recurrent hyperthyroidism, requiring completion of thyroidectomy. All 33 patients having had TT - with follow-ups averaging two years (0.5-8) - are receiving thyroxin substitution. Conclusions: There were no instances of persistent recurrent laryngeal nerve palsy in either group, but persistent hypoparathyroidism occurred more frequently after TT. Long after ST, hypothyroidism developed in nearly three of four cases, whereas euthyroidy was maintained in only one-fourth; recurrent hyperthyroidy was rare.

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