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Strategic Planning And Organizational Productivity
[NIGERIAN BOTTLING COMPANY PLC NGWO NINETH MILE ENUGU]
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CHAPTER ONE : INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Strategies and Strategic planning in the context of business organization refer to major programmes used by organizations to achieve their missions and goals.
Strategic planning is a systematic process which influences the choice of the long term goals that define the corporate strategy of every firms. The corporate strategy, if adequately implemented, through projects, policies and budgets, helps to determine whether an enterprise achieves its objectives even if it survives (Onwuchekwa , 2000: 66).
Since strategic planning is perceived as a mediating force between the organiza tion and its environment, it has become highly imperative for business organizations to adopt it so as to enhance their productivity.
For any business organization to operate in the present turbulent environment as well as survive the swift competition therein, adequate strategic planning is necessary. This will define fundamental goals and objectives in specific terms and det ermine the means to achieve them. Strategic planning can therefore be said to have a strong influence on the survival and growth of an organization, most especially in a volatile environment.
Since strategic planning aims at finding how a company or organization competes successfully within its turbulent environment, strategic planning is based on effective use of manpower in the strategic planning development and choosing appropriate technologies for effective implementation of the strategic plans. This is necessary for the survival and growth of organizations under competitive condition.
Considering the numerous challenges faced by business organizations, strategic planning is designed to increase productivity as well as ensure survival and growth.
It is against this background that this study is being carried out.
1.2 THEORETICAL FRAMEWORK
The purpose of strategic or long range planning is to assist the organization in establishing priorities and to better serve the needs of the organization and the customers.
Strategic planning, if implemented properly , increases organization’s effectiveness and productivity (Robison, 2003:204).
A strategic plan must be flexible, practical and serve as a guide to implementing and evaluating programs and making adjustments when necessary.
Strategic planning must follow a systematic process and its implementation should depend on appropriate technology (Yip, 2002:200). Technology has come a long way in the life of every organization. The rapid pace of technological change and innovation has created a significant barrier to improving the implementation of strategic plan. With the rapid pace of innovation and technology, the identification and acquisition of technology is highly necessary to achieve increased productivity in the organization (Lee, 2001:750).
Human resource commitment towards strategic planning makes strategic plans to be highly successful (Foster, 2001:151). The staff recruited to the strategic planning team should come from both the business and information technology division and require a strong working knowledge of the business activities.
A significantly related issue, according to Gibson (2004:29), is that while staffs are working on the development of strategic plan, they are unable to conduct other org anization work. For this reason, it is often difficult to secure top management commitment for the protracted use of resources under their control.
Strategic plans, which ensure the effective use of manpower and appropriate technology for its implementation, must be closely aligned to achieve organization’s productivity (Yip, 2002:100). It is vital that strategic planning process moves with the times and employs new and innovative techniques.
1.3 STATEMENT OF THE PROBLEM
Poor productivity in most industr ies, after the euphoria of the Nation’s Independence, could be seen from the indices of denial of strategic planning, technology and effective use of manpower most basic to an organization ’s performance.
The non-systematic strategic planning process, the inability to acquire the necessary technology due to inadequate fund and the non-effective use of manpower in the strategic planning development can be seen to have serious militating hurdles to contend with. The formulation of the strategy of an organizat ion involves elaborate analysis of technological, environmental and organizational human resources in particular.
Therefore, output per unit of a factor of production should be planned in such a way that it follows the systematic process, identifies the opportunities and threats in the environment, evaluates the strengths and weaknesses of the organization, acquires the necessary technologies, hires appropriate people and develops appropriate incentives that will motivate the employees to higher performance .
1.4 OBJ ECTIVES OF THE STUDY
In an attempt to proffer solution to the problem of this study, the following objectives were set:
1. To find out the effect of strategic planning on the level of productivity.
2. To ascertain the effect of choosing appropriate te chnology in the implementation of strategic planning.
3. To examine the impact of effective use of manpower o n the strategic planning of the organization.
4. To make adequate recommendation based on the fin dings of the research.
1.5 RESEARCH QUESTION
The research questions are as follows:
1. To what extent does strategic planning lead to the increase of organization’s productivity?
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ABSRACT - [ Total Page(s): 1 ]ABSTRACTPoor productivity is a global problem that besets organizations. As a result, the research was set out to ascertain the effects of strategic planning through the effective use of manpower in the strategic planning development and the right choice of technology for strategic planning implementation on organizational productivity. To solve the problem of the study, three hypotheses were formulated. The statistical tools applied for testing the hypotheses are mean, standard deviation and T ... Continue reading---
APPENDIX A - [ Total Page(s): 1 ]APPENDIX A SAMPLE OF INTRODUCTORY LETTER Department of Business Administration, Faculty of Management Scienc ... Continue reading---
TABLE OF CONTENTS - [ Total Page(s): 1 ]TABLE OF CONTENTTitle page Approval page Certification Dedication Acknowledgment Abstract Table of ContentCHAPTER ONE: INTRODUCTION 1.1 Background of the Study1.2 Theoretical Framework1.3 Statement of the Problem 1.4 Objectives of the Study 1.5 Research Questions1.6 Research Hyp otheses 1.7 Significance of the Study 1.8 Scope of the Study 1.9 Limitation of the StudyCHAPTER TWO: LITERATURE REVIEW2.1 ... Continue reading---
CHAPTER TWO - [ Total Page(s): 5 ]CHAPTER TWO: LITERATURE REVIEW2.1 INTRODUCTIONThis chapter covers strategic management conceptualized, the concept of planning and strategic planning, levels of strategy, models of business level strategy, strategic planning process, modes of strategy formulation in organizations, strategy implementation impediments and historical background of the Nigerian Bottling Company Plc.2.2 STRATEGIC MANAGEMENT CONCEPTUALIZEDKevair (2009:1) defines strategic management as the art and sciences ... Continue reading---
CHAPTER THREE - [ Total Page(s): 1 ]CHAPTER THREE – RESEARCH DESIGN AND METHOD OLOGY3.1 INTRODUCTIONResearch design, which entails the acquisition and analysis of necessary data through the application of approved standard techniques, contains in details, the methods and procedures employed.The type of research design used was sur vey. The survey research design does not require laboratory experimentation.The design served as a plan, which helped the researcher to conduct an in-depth and thorough study.3.2 ... Continue reading---
CHAPTER FOUR - [ Total Page(s): 6 ]Table 4.6 shows that 80 (62% ) of the respondents strongly agreed that strategic planning enhances productivity in their organization while 24 ( 18.6% ) of the respondents agreed. Only 10 (7.8% ) and 10 (7.8% ) of the respondents belonged to the undecided and disagreed category respectively while 5 (3.9% ) of the respondents strongly disagreed.Table 4.7 shows that 60 (46.5% ) of the respondents stron gly agreed that appropriate technologies d oes guarantee the implementation of strategic plannin ... Continue reading---
CHAPTER FIVE - [ Total Page(s): 1 ]CHAPTER FIVE – SUMMARY OF FINDINGS, CONCLUSIONAND RECOMMENDATION5.1 INTRODUCTIONThis chapter summarizes the findings from the study, draws conclusion therein and makes some recommendations.5.2 SUMMARY OF FINDINGSBased on the research investigation through the data collected from the questionnaires, the following findings were observed:I. The introduction of strategic planning that is long range planning is highly necessary in organization. Table 4.4 supported this ... Continue reading---
REFRENCES - [ Total Page(s): 1 ]
REFERENCES
Alkhafaji, A. F. (2004). Strategic management, formulation ,
implementation and control in a dynamic environment . Binghamton (NY): Haworth Press
Inc.
Drejer A. (2002). Strategic management and core competencies,
theory and application . Westport (CT): Quorum Books.
Dwivedi, R.S. (1980). Manpower management . New Delhi: Prentice
Hall of India.
Ewurum , U. and Unamk a, P. (1995). Busin ... Continue reading---
