THE ROLLE OF STRATEGY PLANNING ON ORRGANIZATIONAL

GROWTH (IN CASE OF FURA COLLEGE ADMINISTRATION)

HAWASSA UNIVERSITY
BUSINESS AND ECONOMICS COLLEGE
DEPARTMENT OF MANAGEMENT

A RESEARCH PAPER SUBMITTED TO DEPARTMENT OF MANAGEMENT

FOR THE PARTIAL FULFILLMENT OF REQUIREMENT FOR THE AWADA OF
BACHELOR DEGREE IN MANAGEMENT

PREPARED BY: KASAHUN BEYENE

ID,NO: MGMT/0077/10

ADVISOR: HABTAMU M.(MBA)

DEC,2020

HAWASSA,
ETHIOPIA
 ACKNOWLEDGEMENTS

This dissertation would not have been possible without the guidance and help of several
individuals who in one way or the other contributed and extended their valuable assistance in the
preparation and completion of this study.
First and foremost, my gratitude goes to Mr. Habtamu m. who supervised this. I say a big thank
you and God bless you and your family.
My greatest appreciation also goes to the management and staff of the Furra College
Administration special thanks to Mr.Tewodros Kebede who took time off their busy schedules
and assisted in the completion of my questionnaires. God bless you all.
I am also grateful to my sister Zemed Mokonen and Mr. Mengistu Getachew for their
encouragement and support all this while.
My deepest appreciation goes to Mr. Paulos Asrat for her input, encouragement and immense
support throughout my course of study and thesis.
I remain grateful to all persons who in diverse ways contributed to the success of this project
through their suggestions and inputs. God bless you all abundantly.

I
 ABSTRACT

The study sought to examine the rolle of strategic planning in the higher educational institutions.
Organizations operate in constantly changing and competitive environment. To survive,
organizations must respond and adjust to the social, economic, political, and environmental
changes that occur. Unfortunately, in most organizations especially in the higher educational
institutions, even strategic plans are carried out they are not implemented properly due to lack of
appreciation and knowledge of the rolle of strategic planning on organizational growth. The
question that arises is; why is strategic planning rolle to the growth of organizations in the
higher educational institutions? To answer this question, 41 questionnaires were administered to
41 management staff of the Great Vision College administration, randomly selected from the
administration office of the College. Microsoft Excel and simple statistical methods like
frequency distribution tables and charts were used to analyze the data that were collected by the
questionnaire. The findings of the study rolle that, in the country the higher educational
institutions have seen the need to formulate and implement strategic plans. The process of
formulation and implementation of strategic plans in the higher educational institution is similar
to the existing process of setting objectives, scanning, selecting strategies, implementation and
evaluation in the private sector. The study found that the higher educational institutions face
challenges in the implementation of their strategies due to long processes of approval by the
approving authorities, the delay in release of funds, the shortage of skilled staff in some
specialized areas, and the lack of commitment from officials. The findings of the study thus, lead
to the overriding conclusion that strategic planning was relevant and had a positive impact on
the growth of organizations in the higher educational institutions.

II
 Table of Contents

Title page
ACKNOWLEDGEMENTS............................................................................................................. I
ABSTRACT....................................................................................................................................II
Chapter one......................................................................................................................................1
1. Introduction..................................................................................................................................1
1.1 Background of the study............................................................................................................1
1.2 Background of the Organization................................................................................................2
1.3 Statement of the problem...........................................................................................................3
1.4 Objective of the Study...............................................................................................................3
1.5 Research Questions....................................................................................................................4
1.6 Significance of the Study...........................................................................................................4
1.7 Scope of the Study.....................................................................................................................4
1.8 Limitation of the study....................................................................................................................5

1.9 Organization of the Paper..........................................................................................................5

Chapter two......................................................................................................................................6
2. Review of Related Literature.......................................................................................................6
2.1 Introduction................................................................................................................................6
2.2 Strategic planning......................................................................................................................6
2.3 Strategies....................................................................................................................................7
2.4 Organizational Strategy.............................................................................................................7
2.5 Corporate Level Strategy...........................................................................................................8
2.6 Corporate Strategy Formation...................................................................................................8
2.7 Strategy Implementation and Execution..................................................................................................9
2.8 corporate strategy evaluations.................................................................................................10
2.9 Challenges in the implementation of strategic plan.................................................................10
2.10 Relevance /Benefits of Strategic Planning............................................................................11
2.11 Strategic Planning in Higher Educational Institutions...........................................................13
2.11.1 Why higher educational institutions need strategic planning.......................................................13
2.11.2 Challenges facing higher educational institutions........................................................................14

III
 2.11.3 Need for strategic planning in higher education...........................................................................15
Chapter Three................................................................................................................................17
3. Research Methodology..............................................................................................................17
3.1 Description of the Study Area.................................................................................................17
3.2 Research Design............................................................................................................................17

3.3 Data Type and Source..............................................................................................................17

3.4 Population and Sample Plan....................................................................................................17
3.5 Method of Data Collection......................................................................................................18
3.6 Method of Data Analysis.........................................................................................................18
Chapter Four..................................................................................................................................19
4 Analysis and Discussion of Data................................................................................................19
4.1 Interpretation............................................................................................................................19
4.2 Demographic characteristics of Respondents..........................................................................19
4.3 Strategic planning in Furra College.........................................................................................22
4.4 Strategic planning process in Furra College Administration...................................................25
4.4.1 Response to the challenges in the implementation of strategic plans, in the Furra College
Administration.........................................................................................................................................25
4.5 The role of strategic planning on organisational growth of Furra College...........................................27
4.5.1 Response to whether strategic plan ensures co-operation towards a common goal.......................27
4.5.2 Response to whether strong teams can be built through the implementation of the Administration
strategic plan...........................................................................................................................................28
4.5.3 Response to whether through a strategic plan the Furra College Administration can ensure better
decision making at all levels within the Administration:........................................................................28
4.5.4 Response to whether effective communication May be derived through the implementation of the
Administration strategic plan:.................................................................................................................29
4.5.5 Response to whether respondents think strategic roles May be clarified through the strategic plan
of the Administration:.............................................................................................................................30
4.5.6 Response to whether a strategic plan is a source of motivation and commitment for staff towards
programs implementation:.......................................................................................................................31
4.5.7 Response to whether strategic planning guides priority use of resources in the Furra
College………………………………………………………………………………………………………………………………………………...
31
4.5.8 Response of respondents’ opinion to whether an effective Human Resource management can be
achieved through the Administration strategic plan:..............................................................................32

IV
 4.5.9 Response to whether growth can be achieved through the implementation of the strategic plan of
the Administration:..................................................................................................................................33
4.6 Total respons and non_response .............................................................................................34
Capter Five.....................................................................................................................................35
5. Finding, Conclusion and Recommendation ..............................................................................35
5.1 Introduction..............................................................................................................................35
5.2 Summary of Funding...............................................................................................................35
5.3 Conclusion...............................................................................................................................36
5.4 Recommendation.....................................................................................................................37

References......................................................................................................................................38
Appendix...............................................................................................................................................40

V
 List of Tables
Page
Table 4.1: Sex Composition of Respondents............................................................................................
Table 4.2: Educational Level of Respondents...........................................................................................
Table 4.3: Departmental Distribution of Respondents.............................................................................
Table 4.4: Data on Respondents Current Position Current Position.......................................................
Table 4.5: Response to whether the Furra College Administration has a strategic plan......................
Table 4.6: Response to the role of strategic planning in the Furra College Administration..................
Table 4.7: Response to whether staff had access or copies of the Administration strategic plan
document.....................................................................................................................................................
Table 4.8: Response of staff opinion to whether Furra College Administration strategic plan was
effective........................................................................................................................................................
Table 4.9: Response to whether Furra College Administration had a strategic planning unit..............
Table 4.10: Response and Non-Response Rate........................................................................................

VI
 List of figures
Page
Figure 4.1 Response to whether strategic plan ensures co-operation towards a common

goal.......................................................................................................................................................27

Figure 4.2 Response to whether strong teams can be built through the implementation of the
Administration strategic plan.............................................................................................................28
Figure 4.3 Response to whether through a strategic plan the Furra College Administration can ensure
better decision making at all levels within the Administration............................................
Figure 4.4 Response to whether effective communication May be derived through the implementation of
the Administration strategic plan.......................................................................
Figure 4.5 Response to whether respondents think strategic roles May be clarified through thestrategic
plan of the Administration.............................................................................................
Figure 4.6 Response to whether a strategic plan is a source of motivation and commitment for staff
towards programs implementation...........................................................................................
Figure 4.7 Response to whether strategic planning guides priority use of resources in the Furra
College..................................................................................................................................................
Figure 4.8 Response of respondents’ opinion to whether an effective Human Resource management can
be achieved through the Administration strategic plan.....................................
Figure 4.9 Response to whether growth can be achieved through the implementation of the strategic plan
of the Administration...................................................................................................

VII
 Chapter one
1. Introduction

1.1 Background of the study

Every organization wants to survive and grow in a constantly changing and competitive
environment. To do, so it must respond and adjust itself to the social economic and political
environmental changes that occurs (Bryson 2015).

Based on Bryson (2015), the environments of public organizations have become not only
increasingly uncertain in recent year, but also more tightly interconnected thus changes
anywhere in the system reverberate unpredictably and often chaotically and dangerously
throughout the environment. This increased uncertainty and inter connectedness requires a five
organizations. First they must thank strategically as never before send. Second they must
translate their insights into effective strategic to cope with their changing circumstances. Third
they must develop the rationale necessary to lay the ground work for the adoption and
implementation of their strategies. Fourth they must build coalitions that are large enough and
strong enough to adopt desirable strategies and protect themselves during implementation.
Finally they must build capacity for ongoing management of the strategic change strategic
planning can help leaders and managers of higher educational institutions to think, learn and act
strategically the idea of strategic planning emerged in corporation that wanted to have a strategy,
as to how to maximize their profit today the motivation is manifold and differs according to the
type of organization the need for an organization proactively respond to environmental
challenges has now become imperative, as it offer the organization on a competitive edge in two
days business world thus every organization regardless of its size must have some form of a
strategic plan.

The higher educational institutions in developing can no longer approach developmental issues,
as before especially given the advancements in business management made in the expected fast
growth needed for quicker transformation in their economies, as a result various development
experts have now resolved to impress on governments to strategically plan and roll out a
coordinated comprehensive strategy to harness their business potential, as pivot for growth in

1
recent time government of Ethiopia has embarked on the higher educational institution.
Management reforms with the view to improving their operations and creative value for their
operations. (Arthur and Strickland Furra College is one of Ethiopian private higher educational
institution has over the years adopted strategic planning, to give it direction for growth &
development. Currently the College states its vision to be one of the private higher learning
intuitions with a recognized reputation in the years to come. Generally, for an organization to
achieve its long-term vision, it should formulate the right strategy & implement, it correctly.
That is why this study is concerned in assessing strategic planning practice and its rolle in Furra
College of Yirgalem Campus.

1.2 Background of the Organization

Furra College is established in 1989 E.C and located in the southern part of the country 317 km
southern of Addis Ababa, the capital city of Ethiopia and 45 km far from Hawass city, it is
located on the edge of Great Ethiopian Rift valley along international road running form Addis
Ababa to Nairobi Kenya, the institute is dedicated in human capital development specifically
participatory development training dimension. The institute is self financing in the last few year
the College has witnessed tremens douse expansion in terms of field of study, namely faculty of
business management, Information and communication technology (ICT) . The College is now
functioning in two branches, one is in Yirgalem town the other is in the Hawassa city. It enrolls
1435 regular and extension students out of 1435 students 339 weakened 220 distance 541 regular
and 335 extension students. (Furra College Annual Report 2014).
Vision
To see Furra institute of development studies and education (FIDSE) become one of the leading
higher academic institutions at national and internationally level with multi-disciplinary
academic and participatory development programs, research and consultancy and academic
excellency, that produces competent and self confident graduates, that can energetically
participate in the development of the society. (Furra College Strategic Plan Document 2010).
Mission

2
Furra institute of development studies and education (FIDSE is committed to produce competent
creative confident skilled and confident human powers, who contribute efficiently and
effectively to the development of the society. (Furra College Strategic Plan Document 2010).

1.3 Statement of the problem

In view of the many challenges that organizations are exposed, it is imperative form them both
profit and non-profit organization to anticipate challenges, identify their strength to meet
anticipated challenges and take control of available opportunities to obtain maximum
productivity. (Arthur and Strickland 2003).

Some public organizations do not attach any importance to storage planning, and therefore do
not have strategic plans for their organizations. Unfortunately in most organizations especially
in the higher educational institutions even strategic plans are carried out, they will not implement
properly this could be borne out of lack of appreciation and knowledge of the effective
implementation of strategic planning to organizational grow. (Bryson 2004).

In an attempt to address this unfortunate development, there is the need to critically assess the
effective implementation of strategic planning in the higher educational institutions, to enable
management appreciate its worth in gaining competitive advantage at the market place. So far,
there have not been studies that assess the importance, effectiveness and challenges of
implementing strategic planning in most higher learning institutes of Ethiopia in general and in
Furra Colleges in particular. Therefore, the present study is proposed to assess the effective
implementation of strategic plan at Furra College, Yirgalem Campus.

1.4 Objective of the Study

General objective

The general objective of the study is an attempt to assess the effective role of strategic planning
on organisational growth in furra college administration

Specific objective
 To examine the practices of Furra College with regard to strategic planning;

3
 To assess the effectiveness of implementation of strategic planning on the growth of Furra
College;
 To examine the challenges in the role of strategic plans and ways of meeting the challenges
at Furra College of Yirgalem Campus; and
 To make suggestions for the formulation and role of strategic plans in higher learning
institutions.

1.5 Research Questions

i) What is the existing practice regarding strategic planning at Furra College of Yirgalem
Campus administration?
ii) How much is the effectiveness of strategic planning effective to the growth of Furra
College, Yirgalem campus?
iii) What are the challenges in the implementation of strategic plans in Furra College of
Yirgalem Campus?
iv) What important improvements can be made to make strategic planning effective in higher
learning institutions?

1.6 Significance of the Study

 To assess the practice of strategy planning in higher education and effective role on
organisational growth, clarify the challenge and way to meet them.
 The study is the essential for administration of the college in providing insight in solving
strategy planning problem.
 To serve the researchers in partial fulfillment of degree requirement.

1.7 Scope and Limitation of the Study

The scope and limitation of the study is described by the three main points, like
geographical, conceptual and methodological way.

Geographical scope; the study is focus on the yirgalem in furra college

adminstration.This is located in south.

4
Conceptual scope; the study is focus on challenge of strategic planning and prospect
planning focus in each department to support organisational growth.

Methodological; the researchers have used descriptive type of research design in order to
describe the role of strategic planning on organisational growth. The study is also concern
of the primary and secondary data type.

1.8 Limitation of the study

 Limited time.
 Lack of resource, and access to information.
 Most of the respondents are not voluntary to give necessary data.
 Overlapping of the program like continuous assessment assignment.

1.9 Organization of the Paper

This proposal comprises five chapters. Chapter one deals with introduction, background of the
study, background of the organization, statement of the problem, Objective of the study
(including general objective and specific objectives), research questions, hypothesis,
significance of the study and scope and limitation of the study. Chapter two; covers a review of
literature on the research topic therefore provide the conceptual framework for this research.
Chapter three explains the research methodology that include description of the study area, data
type and source, population and sample plan method of data collection and method of data
analysis. Finally Chapter five including finding, conclusion and recommendation.

5
 Chapter two
2. Review of Related Literature

2.1 Introduction
This chapter covers a review of relevant literature which acts as a foundation to the study it
provides the conceptual framework for this study to guide readers to understand the concepts and
principles of strategic planning and other related concepts and principles of strategic planning
and other related concepts.

2.2 Strategic planning

The term strategic planning according to Daft (1993) refers to the managerial process of forming
a strategic vision, setting objectives, crafting a strategy implementting and executing the
strategy, and then over time initiating whatever corrective adjustment in the vision objectives,
strategy and execution are deemed appropriate. Daft (1993) defines strategic planning as the set
of decision and actions used to formulate and implement strategies that will provide a
competitively superior fit between the organization and its environment so as to achieve
organizational objective. Taylor et al (2005) define strategic planning as consisting of the
analysis decisions and actions an organization under to res in order to create and sustain
competitive advantage, this definition according to Taylor and other captures two main elements
that go to the heart of the field of strategic planning. First the strategic planning of an
organization entails three ongoing processes. Analysis, decisions and actions that is strategic
planning is concerned with the analysis of strategic goals (vision, mission, and strategic

6
objectives) along with the analysis of internal and external environmental of the organization.
Second the essence of strategic planning is the study of why some firms outperform others this
managers the study of why some firms outperform others thus managers need to determine how
affirm is to compete, so that it co obtain advantages that are sustainable over a lengthy period.

2.3 Strategies

There are many definitions of strategy as there are experts and commentators in the field some
definitions of strategy by various authors are given below. A company’s strategy according to
Kaufman et al. (2003) consists of the competitive efforts and business approaches that managers
employ to please customers compete successfully and achieve organizational objectives.

2.4 Organizational Strategy

According to Wheelen and Hunger (2006) organizational strategy is a systematic plan of action
adopted by organizations and or individual to achieve defined goals and objectives. Four levels
of strategy May be isolated these include corporate level, business level, functional level and
operational level. The corporate level is the highest of these level gives direction to corporate
values, corporate culture, corporate goals and corporate mission. These include corporate level
strategy, business level strategy functional level strategy and operational level strategy. The
following section presents Hierarchy of organizational strategy based on Wheelen and Hunger,
( 2006)

2.5 Corporate Level Strategy

Corporations are responsible for creating value through their businesses, however developing
corporate strategy for managing their portfolio of businesses ensuring that the businesses are
successful over the long-term developing business units and ensuring that each business is
compatible with others in the portfolio corporate strategy, therefore involves the direction and
organization takes with the objective of achieving business success in the long term. Corporate
level strategy is fundamentally concerned with the selection of business in which the company

7
should complete and the development and coordination of that portfolio of businesses.
According to Wheelen and Hunger (2006). Corporate strategies with three key issues facing the
corporation as a whole:-

 The firm’s overall orientation toward growth stability or retrenchment (directional

strategy).
 The industries or markets in which the firm competes through its products and business
unit (portfolio strategy).
 The manner in which management coordinates activeness and transfers resources and
cultivates capabilities among product lines and business units (portending strategy).
For the purpose of this study emphasis is given to the firms over all orientation towards growth
stability and retrenchment directional strategies).

2.6 Corporate Strategy Formation

According to Nolan et al. (2008) corporate strategy formation involves a combination of three
main processes which are as follows:
 Performing a situation analysis, self evaluation and completion analysis both internal and
external, both micro environmental and macro environmental.
 Defining overall organizational direction this involves constructing vision statements
(long term view of a possible futures) in society overall corporate objective (both
financial and strategic) strategic business unit objectives (both financial and strategic)
and tactical objectives.
 Developing strategic plan in the light of the overall organizational direction the plan
provides the details of How to achieve the objective.

2.7 Strategy Implementation and Execution

Strategy implementation according to Kaufman et al. (2003) concerns the managerial exercise of
putting a freshly chosen strategy into place, whiles strategy execution deals with the managerial
exercise of supervising the ongoing result of strategy, making it work improving the competence

8
with which it is executed and showing measurable progression achieving the targeted results
managing the strategy execution process, as indicated by Kaufman et al. (2003) is primarily a
hands on dose to the scenes administrative task that includes the following principal aspects.
 Building an organization capable of carrying out the strategy successfully.
 Allocating company resources so that organizational units charged with performing strategy
critical activities and implementing new strategic initiatives have sufficient people and funds
to do their work successfully.
 Establishing strategy supportive policies and operating procedures.
 Motivating people in ways that induce them to pursue the target objective energetically and
if need be modifying their duties and job behavior to better fit the strategy requirement of
successful execution.
 Trying the reward structure to the achievement of targeted result.
 Creating a company culture and work climate conductive to installing information
communication and operating a system that enable company personnel to carry out their
strategic roles effectively day in day out.
 Instituting bests and programs for continuous improvement, and
 Exerting the internal leadership needed to drive implementation forward and to keep
improving on how the strategy is being executed.

2.8 corporate strategy evaluations

Nolan et al. (2008) also stated that corporate strategy can be evaluated based on the following
three key success criteria.
Suitability: Which deals with the overall rational of the strategy the key point to consider is
whether the strategy would address the key strategic issues under lined by the organization’s
strategic position tools that can be used to evaluate suitability include
 Ranking strategic options
 Decision trees
Feasibility: Which is concerned with whether the resource required to implement the strategy
are available can be developed or obtain resource include funding people time and information
tools that can be used to evaluate feasibility include cash flow analysis and forecasting

9
Break even analysis
Resource deployment analysis
Acceptability: This is concerned with the expectations of the identified stakeholders (mainly
shareholders). Employees and customers with the expected performance out comes which can be
returns, risk and stakeholder reactions returns deals with the benefits expected by the
stakeholders risk deals with the probability and consequences of failure of a strategy (financial
and non –financial), and stakeholder reactions involves anticipating the likely reaction of
stakeholders.

2.9 Challenges in the implementation of strategic plan

According to a study by Pierce and Robinson (2000) issue of “Sloan Management Paves the six
silent killers of strategy implementation are top down or complacent up poorer management
team, poor vertical communication, poor coordination across the enterprise and inadequate
middle manager and supervisor management skills.

Pierce and Robinson (2000) contend that implementing business strategy is difficult and
challenging various obstacles have been discussed by these authors to alter higher educational
institution managers to the level of difficulty involved in operating programs in a result-oriented
fashion by recognizing the complexity and magnitude of business strategy implementation
manager can approach the challenge with realistic expectations, according to piece and
Robinson. There are Significant challenges that could inhibits success unless dealt with
aggressively and effectively they include cultural issue, pessimism and skepticism false support
passive resistance preretirement lethargy mismatches between strategy and structure lack of
funds information technology constraints communication gaps and influence of unions and
organized a labor success requires senior management sincerity. Support and involvement
without these critical ingredients and ambitious goals are unlikely to be achieved, it also requires
involvement of all managers at all levels to work effectively (Pierce and Robinson 2000).

2.10 Relevance /Benefits of Strategic Planning

10
While there are a number of potential benefits associated with strategic planning a number of
arguments or criticisms have been leveled against it notable among the critics are Stewart and
Dickason (1979) in the USA and in the United Kingdom (UK) despite some criticisms, some
other author like (Bryson 2004) have argued the need for strategic planning Bryson (2010) and
other scholars also agreed that strategic planning has relevance for organizations some benefits
or relevance of strategic planning as advanced by Bryson(2010) are as follows:

First strategic planning enables management staff and other stakeholders to reflect on the nature
of the organization present and future needs of its customer and possible changes in the
environment including technology social trend, and economic force a systematic and objective
assessment of the forces enables. Management to come to terms with unique strength of the
organization in this regard the required strategic decision can be taken.

Second strategic planning can provide opportunity to involve the various levels of management
in the process, as different level of management participate in strategy formulation. They get
clearer sense or where the organization want to go this largely facilitates, the integration of
employees and management to the goals and objectives of the organization there by assuring
higher performance.
Third: strategic planning ensures that all the different units of the organization work together
towards achieving the same objective without a strategic plan the organic units of the
organization will slew off track strategic planning, therefore provided an integrative mechanism
for all organizational units to work together.
Forth: through strategic planning an organization sable to have a sense of direction or road map
that enables it, to clearly see where it is going and where the future will lead it without a sense of
direction an organization will spend its time reacting to problems thus taking hasty and
uniformed decision that May be very costly.
Fifth: Strategic planning enables organizations to understand how the expectations of
stakeholder (e.g government customers, shareholders and employees) and the environmental
forces that affect it (e.g political –legal economic, socio cultural and technological) affect the
organization’s growth in the changing world.

11
Sixth: strategic planning also natures in management the habit of periodically appraising. The
completive position of their organizations this compels management to be more proactive and
conscious of the environment in which their organization are operating.
Seventh: Strategic planning clearly defines the purpose of the organization and establishes
realistic goals and objectives consistent with that mission in a defined period within the
organizations capacity for implementation.
Eighth: Strategic planning enables management to communication the organizations goals and
objectives to the organizations constituents, there is the need to get employees informed or
oriented about the mission goals and objective of the organization, in order to encourage them to
work towards achieving the goal of the organization.
Ninth: strategic planning develops a sense of ownership of the plan and therefore ensures the
most effective use is made of the organization’s resources by focusing the resource on the key
priorities.

Finally strategic planning provide a base from which progress can be measured and establish a
mechanism for informed change when needed.

2.11 Strategic Planning in Higher Educational Institutions

2.11.1 Why higher educational institutions need strategic planning.

College are driven to engage in a strategic planning process a variety of forces these include:
increasing demand for higher education concurrent with a decline in government funding
changing student demographics and a need to compete with the emerging models of higher
education. While reecping the essence of a traditional comprehensive College a strategic
planning process can help prepare a College to face these emerging challenges, according to
Benjamin and Carroll (1998p.3) if current trends continue more than one third or the
Californians seeking to enroll in a state College are unable to do so by the year 2015 “
consequently to avoids outcome universities need to make major structural change in their
decision making systems and reallocate scarce resource,( Benjamin and Carroll 1998 P.21)
challenge should also “ pursuer greater mission differentiation to streamline their services and
better respond to the changing needs so their constituencies (Benjamin and Carrolt 1998 pa22-23
).

12
Strategic planning can hold the university in accomplishing these tasks at least one demographic
impact is positive institution was compelled to become more introspective and analytic to
undertake long range planning something, they did not have to do in good times the will be
forced to get priorities and develop strategies overcome institutional inertia and make long
overdue choices for example to identify are of growing student interest and create new programs
to replace those for which demand May have fallen off a consumer orientation will benefit
higher education (Taylor et al. 2005) if Colleges and universities are to survive in the troubled
years a head a strong emphasis on planning is essential the type of planning that appear to be
most appropriate for the future is “ Strategic market planning, it is one of the major revolutionary
commercial sector developments in the last ten years and promises to be a potent tool For use in
nonprofit organizations (Kotler 1991).

2.11.2 Challenges facing higher educational institutions

Recent year have brought many changes to higher educational institution following is a brief
description of these challenge.

Decrease in state government funding

Public university share of the state budget is plummeting according and it will decline to 1% in
2002 from 12% in 1994 at the same time according to Benjamin and Carrol (1998) the operating
costs per student in higher education are razing.

Increase in demand for higher education

Demand for higher education is expected to increase sharply in the next decade according to
former CSU chancellor Barry munitz University enrolment in California will increase to 2.7
million in 2010 a 50% increase over 1.8 million in 1994 for (this translates into an additional
100.000 full-time equivalent students (FTE) annually by 2010 corner in addition, to the expected
population growth the proportion of the population that will attend universities will increase
according to Benjamin and Carroll (1998 p.9) “ only College graduate will be able to hold their
own economically” by 2015 as more and more people recognize that a College degree is
essential to their economic well being demand to higher education will increase.

Changing demographics

13
Student’s demographic makeup is changing in addition the average age of the student population
will increase as more “older” Student return to universities to get under graduate degree seeking
“ the best conditions for success of all its diverse students universities need to provide education
will allow graduates to “ Fully participate in diverse society committed to democratic values
(Benjamin and Carroll 1998 p. 3)

New models of higher education

New models of providing higher education have emerged in recent years according to some
researchers a gap between what the public want and what traditional universities provide is
growing, (Philip and Pathric 1991) changes in the educational need ( i.e a need for more specific
applied education) unmet by the existing system of higher education have prompted emergency
of for profit “ convenience “Universities adapting to the needs of the consumer driven market,
(Taylor et al. 2005) they view the student as a customer, target specific functions ( based on the
market need), and offer scheduled convenient for students thus “ Traditional university must find
ways to deal with this new completion .

Keeping element of a “Traditional ” Model

Universities cannot move completely a way form a provider driven model to a consumer driven
form of higher education, the guest from new knowledge the analysis of the ories and practices
and the free exchange of ideas would suffer if Colleges and university only offered what was
popular” (Nolan et al. 2008), eliminating discipline because they are currently not in demand is
contrary to the mission of a comprehensive university. Yet to some degree all campuses must
consider student preference for applied education and the larger labor market.

Economic Transformation
The major economic growth areas high tech based industries will employ well educated,
individual able to move ease among careers and employers who lack adequate education and
competencies useful across carrier lines especially those without at least a College degree, will
be at a disadvantage in terms of employment opportunities earning capacity and higher
unemployment rates (Benjamin and Carroll 1998 p.2).

2.11.3 Need for strategic planning in higher education

Strategic planning is one of the major steps the university can take to address, these challenges
strategy is a tool for the university to find its competitive advantage and place within the
14
environment university must bring about the need institutional redesign and devise an effective
strategic plan for developing countries. Human resource by pursuing a greater mission
differentiation and reallocation of resources they will better respond to the changing needs of
their constituencies (Benjamin and Carroll 1998). The present lack of effective strategic planning
has led to dire predictions from many observers according to Benjamin and Carroll (1998 p.2).
The present course of higher education in stte in which student demand tuition and cost are rising
much faster than public funding is un sustainable, unless significant steps are tarien to address
the situation hundreds of thousands of students will be denied access to higher education within
the next 20 year” that is a serious to bring economic political and social catastrophe and there is
nothing in the Frame work of a current situation that is likely to prevent that from occurring”
(Breneman 1995). “Institutions of higher education that do not rethink their roles responsibilities
and structure can expect a very difficult time in the next decade and the next generation, some
will not survive most will be expected to do much more with far less Benjamin and Carroll
(1998).

15
 Chapter Three
3. Research Methodology

3.1 Description of the Study Area

Furra College is located in Dale Woreda Yirgalem town Yirgalem is one of the town is south
nations nationality and peoples of Ethiopia. The town is located 317km far From Addis Ababa
and 45 km far from Hawassa on the edge of east African rift valley the weather condition of
Yirgalem is hot (Furra College Annula Report, 2014).

3.2 Research Design

The research, for the purpose of study used descriptive type of research design because the
researcher was described the existing situation work environment and state of affairs through
questionnaires on the role of strategic planning on organisational growth in Furra college.

3.3 Data Type and Source

The study collected data from both primary and secondary source. Primary data was collected
through the distribution of questionnaire to (41) administrative staff of Furra College
administration and the secondary data a information have been collected from various generals
on strategic planning, strategic management and corporate strategy planning. Some role hand
out and course books have also consulted as well as journals of the Furra College and its official
websites.

16
3.4 Population and Sample Plan

The staff of Furra College administration constituted a population (41) Administrates a census
sample of forty one personnel which constituted 100% of the population have been selected and
this constituted the sample size of the study. The sample size for the study was 41 and the
research have employ censes sampling technique. The choice of censes sampling technique is to
ensure inclusion of all administrative staff of Furra College administration across all units. The
management staff of Furra College administration in the head office (main campus) will also be
included.

3.5 Method of Data Collection

To achieve the objective of the study structured questionnaires were used as the instrument for
data collection. For easy understanding and reading the questionnaires are divided into three
point. The first part of questionnaire took into consideration the demographic data or
respondents. The second part of the questionnaire looked at background and practice of strategic
planning in the Furra College administration. The third part looked at true effective role of
strategic planning on organizational growth in higher educational institutions. The instrument
contained 20 questions forty one sets of questionnaires were distributed to all 41 respondents the
items in the questionnaire contained “ Yes” or” No” questions making it easier for respondents to
understand and answer besides it facilitated the inter predation of data.

3.6 Method of Data Analysis

Data for the analysis were extracted from the field survey each specific statement on the
questionnaires have been scored simple statistical methods, like the frequency distribution table
and charts were used to analyze each statement after determining the absolute figure for the
various responses percentage scores were also determined for each statement.

17
 Chapter Four
4. Analysis and Discussion of data

4.1 Introduction
This chapter discusses the results of the structured questionnaire respond to by the 41 member
sample size from Furra College Administration. It presents details of the data collected from the
study as well as the role discussion thereom. The data is categorized under three constructs: the
demographic characteristics of respondents; strategic planning in Furra College Administration;
and assessment of the role of strategic planning in the Furra College Administration. After
presenting the tables and graphs on the responses, a brief interpretation or a discussion is
provided to facilitate an understanding of the data. From distributed questionnaire 37 are
returned and answered properly.

4.2 Demographic characteristics of Respondents.

This is concerned with characteristics of respondents. It covers areas such as sex, level of
education, current department and current position. The tables below illustrate the demographic
characteristics of respondents:

Table 4.1: Sex Composition of Respondents

Gender Frequency Percent (%)
Male 34 91.9
Female 3 8.1
Total 37 100%
Source: Field Research, May 2018

Table 4.1 above, shows the sex composition of respondents. From the foregoing, the gender
composition of the sample is somewhat unbalanced. Male, who constituted over 91% of the
sample, dominates it, a small number of female were also included. This reflects the unbalanced
proportion of female management staffs in Furra College Administration.

18
Table 4.2: Educational Level of Respondents
Respondents education Level Frequency Percent
Diploma 2 5.4
Degree 25 67.6
Higher degree 10 27.0
Total 37 100%
Source: Field Research, May 2018

Table 4.2 above shows the educational levels of respondents. Out of the 37 respondents, none
had qualification below first degree. From the data, over 67.6 of the respondents had a minimum
of First Degree. This clearly demonstrates that the Furra College Administration has highly
qualified and educated personnel, which greatly affected the study. In a study of this nature,
especially with respect to strategic planning, a certain level of thinking is required from
respondents. To this end, the respondents’ level of education was quite useful.

Table 4.3: Departmental Distribution of Respondents

Respondents working department Frequency Percent
HRM 3 8.1
Legal 2 5.4
Finance 4 10.8
Enterprise 3 8.1
Research group 2 5.4
Registrar 1 2.7
Development works 4 10.8
Public relation 3 8.1
Community based education 4 10.8
Transport 2 5.4
Student service 2 5.4
Security 1 2.7
Estate and facility 3 8.1
Library 1 2.7
Academic program development 1 2.7
Assessment and academic assurance 1 2.7
Total 37 100%
Source: Field Research, May 2018

19
Table 4.3 above, provides details about departmental distribution of respondents. All the
departments of Furra College Administration were fairly represented in the sample. The fair
representation from all the departments was relevant because there was always the need to
consider a wide range of opinions across all organizational units and members in order to make
effective decisions and judgment.
Moreover, the sampling technique used was meant to guarantee equal chance of inclusion to all
members across all units or departments.

Table 4.4: Data on Respondents Current Position Current Position

Respondents current position Frequency Percent
Director 12 32.4
Deputy director 7 18.9
Manager 17 45.9
Other 1 2.7
Total 37 100%
Source: Field Research, May 2018

From the above table, 32.4% of the respondents were Directors; while 18.9% were Deputy
Directors. These two categories of staffs were quite relevant since they constitute the policy
formulators of the organization. Their peculiar role in leading the strategy formulation affects the
implementation process as they also supervise that process.
The 18.9% of management staff who were captured in the sample was quite relevant to the study
particularly because of their peculiar roles in strategy formulation and implementation.

4.3 Strategic Planning In Furra College

This sub-section presents data on the relevance of strategic planning in Furra College
Administration. Specific questions asked including whether strategic planning was relevant in
Furra College Administration; whether formulation and implementation of strategic plans was
effective in Furra College Administration; whether the Furra College Administration had a
strategic plan and if so, whether staff had access or copies of the Administration’s strategic
plan document; and the challenges in the implementation of strategic plans in the Furra College
Administration.

20
Table 4.5: Response to whether the Furra College Administration has a strategic plan
Response Frequency Percent
Yes 37 100.0
No 0 0
Total 37 100%
Source: Field Research, May 2018

Table 4.5 above shows response to whether the Furra College Administration has a Strategic
plan. From the table, all 37 respondents representing 100% agreed that the Furra College
Administration had a Strategic Plan.

Table 4.6: Response to the role of strategic planning in the Furra College Administration
Response Frequency Percent
Yes 37 100.0
No 0 0
Total 37 100%
Source: Field Research, May 2018

Table 4.6 above, illustrates responses regarding the relevance of Strategic Planning Furra
College Administration. All 37 respondents, representing a 100% response, affirmed that
strategic planning was relevant in Furra College Administration. The result from the table
indicates that all the respondents were conversant with the concept of Strategic Planning and its
relevance to organizations especially higher educational institutions.

Table 4.7: Response to whether staff had access or copies of the Administration strategic plan document
Response Frequency Percent
Yes 34 91.9
No 3 8.1
Total 37 100.0
Source: Field Research, May 2018
From table 4.7 above, as much as 91.9% of the respondents affirmed that they had access and
copies of the Administration’s strategic plan document. Management of the Furra College
Administration recognizes that, allowing staff to have access to the Administration’s Plan
document and having personal copies was relevant, as it would serve as a guide and a reference

21
material to all staff. This ensures commitment and motivation from staff in the plan
implementation.

Table 4.8: Response of staff opinion to whether Furra College Administration strategic plan was effective
Response Frequency Percent
Yes 33 89.2
No 4 10.8
Total 37 100.0
Source: Field Research, May 2018
Table 4.8 above shows that, 33 or (89.2%) respondents answered „YES’ in response to whether
the implementation of the Furra College Administration’s strategic plan was effective. The
89.2% affirmation indicates the Furra College Administration’s commitment to ensuring
effective program implementation. The Administration through the implementation of its
strategic plan was able to achieve its objectives of improving on its service delivery by avoiding
delays with quality. All these were concurrently achieved because of the formulation and
implementation of the plan.

Table 4.9: Response to whether Furra College Administration had a strategic planning unit
Response Frequency Percent
Yes 37 100.0
No 0 0
Total 37 100%
Source: Field Research, May 2018
Table 4.9 above, present’s details of responses to whether the Furra College Administration had
a Strategic Planning Unit. Interestingly, all 37 respondents, representing a 100% response
indicated that the Furra College Administration had strategic planning unit. All respondents were
unanimous that a Strategic Planning Unit did exist in the Furra College Administration. This
response is quite interesting because the custodianship of the organization’s strategic plan is
really known. The common phenomenon in most organizations where planning unit does not
exist, Management only sets up a strategic planning committee as and when necessary and
dissolves it when the work is over. However, in case of Furra College Administration the
custodianship of the plan resides with strategic planning units. This shows the high-level value
given to strategic plan in the Administration.

22
4.4 Strategic planning process in Furra College Administration
The strategic planning process in the Furra College Administration is not different from the
general in other authoritative books. The following are the processes Furra College
Administration goes through in formulating its strategic plan.
 The board of directors identifies the strategic needs of the Furra College Administration.
 The planning unit collates the views of all stakeholders and compiles a draft strategic
report.
 The entire board reviews the draft report and recommends relevant changes.
 The final draft is then compiled and submitted for the board’s approval; after all
relevant changes have been effected.
 The approved strategic plan (report) is then launched and followed by an orientation for
all stakeholders.
These steps are quite consistent with the general in most organizations. The interesting aspect of
the process is that it starts with a need identification, which emphasizes the reasons behind
undertaking such a project. The process also ends with a comprehensive document that shows
the desired direction of Furra College Administration and how it hopes to achieve it.

4.4.1 Response to the challenges in the implementation of strategic plans, in the Furra
College Administration
Regarding the question on the challenges faced by the Furra College Administration in
implementing its strategic plans, the following were some of the challenges identified.
(i) Inadequate funding for the implementation of strategic plans as a result of Government
interference in the Administration’s finances;
(ii) Short age of skilled staff in some specialized areas.
(iii) Long process of approval of plans and programs which results in delays in
implementation;
(iv) Lack of commitment from some officials and sometimes from Board;
These challenges are not unique to the Furra College Administration as Johnson, et al (2002)
contend that implementing business strategy in the public organizations is difficult and
challenging. The challenges identified by Johnson are not different from the challenges
confronted by the Furra College Administration

23
This sub_section presents Response on the role of strategic planning in the growth of Furra
college Administration. Various charts were used in the illustration as outlined below:

24
4.5 The role of strategic planning in the growth of Furra college
4.5.1 Response to whether strategic plan ensures co-operation towards a common goal
The chart below shows that, 36 representing 97.3% of the respondents affirmed that strategic
plan ensures that staff of the Furra College Administration work towards a common goal. In the
Administration’s plan for instance, the goals and objectives for the period are outlined of which
all staff is made aware. Because the plan has its stated goals and objectives and of which staff
was aware, it saw the co-operation from staff as they rallied behind the implementation of the
plans and projects having in mind their common goal. This co-operation for instance from
management and staff in providing the necessary resources that is, financial and material,
contributed to the successful implementation of the plan.

Response to whether strategic plan ensures co-operation

towards a common goal
97.3 100.0
100
80 Frequency
60 Percent
36 37
40
20 1 2.7
0
Yes No Total

Figure 4.1
Source; Field Research, May 2018

25
4.5.2 Response to whether strong teams can be built through the implementation of the
Administration strategic plan:
From the chart below, whiles 36 or 97.3% of the respondents affirmed that the Administration
built strong teams through the implementation of its strategic plan, 1 or 2.7% disagreed. In order
to ensure the achievement of their strategic objectives, the Furra College Administration put in
place various teams. Indeed tasks and assignments are assigned to staff in teams, in line with the
strategic direction of the Administration’s plan. The relevance of this response cannot be
overemphasized, as team building is a prerequisite to ensuring effective implementation of an
organization’s strategic plan.

Response to whether strong teams can be built through the

implementation of the Adminstration strategic plan
97.3 100.0
100
80 Frequency
60 Percent
36 37
40
20 1 2.7
0
Yes No Total

Figure 4.2
Source: Field Research, May 2018

4.5.3 Response to whether through a strategic plan the Furra College Administration can
ensure better decision making at all levels within the Administration:
The chart below shows that, 35 or 94.6% of respondents agree that the Administration can ensure
better decision making through their strategic plan whiles 2 or 5.4% disagreed.
The overwhelming endorsement on the ability of a strategic plan to ensure better decision
making also indicates the level of involvement of the staff of the Furra College Administration in
the implementation of the organization’s strategic plan. The plan for instance has stated goals
and objectives and a purpose and therefore guides management such that decisions at any level
are not taken outside the focus of the plan.

26
 Response to whether through a strategic plan the Furra
College Administration can ensure better decision making
at all levels within the Administration
94.6 100.0
100
Frequency
80
Percent
60 37
35
40
20 2 5.4

0
Yes No Total

Figure 4.3
Source: Field Research, May 2018

4.5.4 Response to whether effective communication May be derived through the

implementation of the Administration strategic plan:
The chart below shows that, 37 or 100% of respondents confirm that, effective communication
can be derived through the implementation of an organization’s strategic plan whiles none
disagreed.
All respondents indicated that a strategic plan enhances effective communication within the
organization. The Administration’s plan document itself is a communication tool since it
catalogues clearly, what is to be done. Management uses it to explain or educate stakeholders
about the Administration’s goals and objectives as well as its planned activities. Effective
communication involves sending out the right information through the right medium at the right
time and for the right purpose. This undoubtedly promotes effective participation and co-
operation during the implementation of the strategic plan.

27
 Response to whether effective communication May be
derived through the implementation of the Administra-
tion strategic plan
100.0

100 Yes
80 No
37.0
60
40
0 0
20
0
Frequency Percent

Figure 4.4
Source; Field Research, May 2018
4.5.5 Response to whether respondents think strategic roles May be clarified through the
strategic plan of the Administration:
The chart below shows that, 33 or 89.2% of the respondents agree that strategic roles can be
clarified through the implementation of an organization’s strategic plan whiles 4 or 10.8%
disagreed. Indeed, the action plan of the strategic plan clearly defines “who does what”, “at what
time”, “at what cost” and “whom to report to”. However, some respondents disagreement is
showing us in some areas roles are not clearly stated.

Response to whether respondents think strategic roles May

be clarified through the strategic plan of the Administration
100.0
100 89.2

80 Frequency
60 Percent
33 37
40
10.8
20 4
0
Yes No Total

28
Figure 4.5
Source: Field Research, May 2018

4.5.6 Response to whether a strategic plan is a source of motivation and commitment for
staff towards programs implementation:
The chart below shows that, as much as 30 or 81.1% of the respondents affirmed that, strategic
plan is a source of motivation and commitment for staff towards the implementation of programs
whiles 7 or 18.9% disagreed. Majority of the respondents affirmed that, the strategic plan
document is a source of commitment and motivation for all the members of the organization
because the plan has well outlined programs and projects of which staff is eager to be a part of
the implementation and ensure its success. This response is a widely shared view in most of the
literature as a number of authorities have indicated that, if there is any document that generates
excitement and commitment from organizational members, then it is a strategic plan of the
organization.

Response to whether a strategic plan is a source of motiva-

tion and commitment for staff towards programs imple-
mentation
100.0
100 81.1
Frequency
80
Percent
60 37
30
40 18.9
20 7

0
Yes No Total

Figure 4.6
Source: Field Research, May 2018

4.5.7 Response to whether strategic planning guides priority use of resources in the Furra
College
The chart below shows that, all 37 or 100% of respondents affirmed that, strategic planning
guides priority use of resources in the Furra College Administration, whiles none disagreed.
Management understands that resources are scarce and limited. The plan allows for sound and

29
pointed allocation of resources –human, financial and material. Indeed, material, financial and
human resources are strategically matched in order to ensure effective implementation of the
plan.

Response to whether strategic planning guides priority use

of resources in the Furra College
100.0

100
80 Yes
No
60 37.0

40
0 0
20
0
Frequency Percent

Figure 4.7
Source: Field Research, May 2018

4.5.8 Response of respondents’ opinion to whether an effective Human Resource

management can be achieved through the Administration strategic plan:
The chart below shows that all 37 or 100% of respondents affirmed that an effective human
resource management could be achieved through the Administration’s strategic plan whiles none
disagreed. The plan outlines the programs and projects to be implemented and specifically
outlines the type and number of resources (human) required in accomplishing those projects. The
implementation of new strategies and programs in the Administration called for new human
resource management priorities and different utilization of personnel. Management of the Furra
College Administration was able to plan and organize training and workshops for existing
employees who needed to acquire new skills for the projects implementation. This in turn
reduced the cost and time that would have been used in hiring new personnel to implement the
projects.

30
 Response of respondents’ opinion to whether an effective
Human Resource management can be achieved through
the Administration strategic plan
100.0

100 Yes
80 No
60 37.0
40
0 0
20
0
Frequency Percent

Figure 4.8
Source: Field Research, May 2018

4.5.9 Response to whether growth can be achieved through the implementation of the
strategic plan of the Administration:
Figure 4.9 below shows response on whether growth can be achieved through the
implementation of the Administration’s strategic plan.
Overall, all 37 or 100% of the respondents have affirmed that in doing and implementing the
strategic plan the Administration can attain growth in a planned and easy way. The Furra College
Administration has been able achieve effective use of resources, organizational expansion,
growth in service quality, and fulfillment of facilities through its strategic plan.

Response to whether growth can be achieved through the

implementation of the strategic plan of the Administration
100.0

100 Yes
80 No
60 37.0
40 0
0
20
0
Frequency Percent

31
Figure 4.9
Source: Field Research, May 2018

4.6 Total Response and Non_Response

The response or non-response rate in the field survey is expressed in table 4.12 below. From 41
questionnaires 37 set of questionnaires were retrieved giving a response rate of 90.3%. This is
impressive considering the busy schedules of most management staff at the time of the study.
This therefore demonstrates a high level of commitment and importance the staff of Furra
College Administration associated with the study.

Table 4.10: Response and Non-Response Rate

Response and Non-Response Rate Frequency Percent
Response 37 90.3
Non-Response 4 9.7
Total 41 100%
Source: Field Research, May 2018

32
 Chapter Five
5. Findings,Conclusion and Recommendation

5.1 Introduction
This chapter outlines the findings of the study, draws conclusions and made recommendations.

5.2 Summary of Findings

After a thorough study of the operations of the Furra College Administration, the following
findings were made that:
In the country, higher educational institutions have seen the need to formulate and implement
strategic plans. The process of formulation and implementation of strategic plans is similar to the
existing process of setting objectives, scanning, selecting strategies, implementation and
evaluation.
The study revealed that highly qualified staff makes it easier for the formulation and
implementation of strategic plan and demands commitment and sacrifices from management and
staff. The involvement of staff facilitates easy implementation of the plan. Success requires
senior management sincerity, support, and involvement. Without these critical ingredients, goals
and objectives are unlikely to be achieved.
Higher educational institutions face challenges in the implementation of their strategic plans due
to the long processes of approval, release of funds, shortage of skilled staff in specialized areas,
and lack of commitment from officials.
Strategic plan serves as a rallying point for all staff and a common guide for the
achievement of goals. It ensures that all the different units of the organization work
together towards achieving the same goal. Without a strategic plan the organic units of the
organization will slew off track and strategic planning therefore provides an integrative
mechanism for all organizational units to work together.
Strategic plans involve allocation of resources and occur at all levels of the organization. Thus, it
ensures the most effective use is made of the organization’s resources by focusing the resources
on the key priorities. Clarifies the ways of doing things in the organization and provides a
common focus. An organization is able to have a sense of direction or ‘road map’ that enables it
to see where it is going and where the future will lead it.

33
Overall, Strategic planning gives an organization competitive advantage. Organizations operate
in constantly changing and competitive markets and in planning strategically, management can
periodically appraise the competitive position of the organization compelling them to be more
proactive and conscious of the environment in which their organizations are operating.
These findings are in tandem with the aims of strategic planning identified by Koteen (1989)
“that Strategic planning provide strategic direction, guide priority use of resources, set standard
of excellence, enables organization to cope with environmental uncertainty and change, and
provide objective basis for control and evaluation”.

5.3 Conclusion
The study was conducted with the intention of assessing the relevance of strategic
planning on organizational growth in the higher educational institutions and the main focus was
the Furra College Administration. This was done through the administration of questionnaire to
sampled management staff of the Furra College Administration.
What emerges from the findings is that higher educational institutions have realized the need to
adopt the ideas of corporate-style or private sector managements in their operations. One
conclusion that can be drawn from the findings of the study is that, the strategic planning or
planning approaches adopted by public organizations regarding strategic planning formulation
processes and implementation approaches are not different from the generals in corporate or
private sector. The variations probably May be in the challenges public organizations face due to
inadequate funds to implement strategies, long processes of approval as well as delays in
implementation due to strict adherence to procurement processes.
The overriding conclusion is that, Strategic Planning is relevant and positively affects the growth
of higher educational institutions in the public sector. The relevance of strategic planning on the
growth of an organization in this regard includes ensures co-operation towards a common goal;
build strong teams; make better decisions; ensures effective communication; clarifies strategic
roles especially during implementation; a source of motivation and commitment for organization
members; priority use of resources; ensuring an effective human resource management; and
overall, ensures growth of the organization. This supports the assertion by authors like Gladwell
and others that, “Doing strategic planning has become accepted and indeed when done well, is an
intelligent”.

34
The major challenge encountered in this study was respondent’s unwillingness to fill questions
other than choices. This made some questions not to be clarified more in the analysis stage. This
constraint notwithstanding, the study was successfully carried-out.
5.4 Recommendation
In view of the findings from the study, the following recommendations are made for the
consideration of the Furra College Administration and other stakeholders:
1) All higher educational institutions must adopt the culture of strategically planning their
operations.
2) The Government and for that matter the governing Administration should be part of the
exercise and ensure timely approval and release of resources for the formulation and
implementation of strategic plans.
3) In drawing plans, firms must adopt both the bottom-up and top-down approaches for
effective formulation of the plan.
4) Staff must be well equipped to participate in the planning exercise.
5) All objectives must live up to its acronym SMART (Specific, Measurable, Achievable,
Realistic and Timely), so that the exercise would be fruitful.
6) The implementation of strategic plans must be well monitored to ensure adherence to set of
systems and procedures.
7) All staff must be made to focus on plan principles.

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