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Strategic Planning And Organizational Productivity
[NIGERIAN BOTTLING COMPANY PLC NGWO NINETH MILE ENUGU]
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CHAPTER TWO: LITERATURE REVIEW
2.1 INTRODUCTION
This 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 CONCEPTUALIZED
Kevair (2009:1) defines strategic management as the art and sciences of formulating, implementing and evaluating cross - functional decisions that will enable an organization to achieve its objectives. It involves the systematic identification of the firm’s objectives, nurturing policies, acquiring strategies and making available the resources t o implement the policies and strategies to achieve the firm’s objectives. Strategic management integrates the activities of the va rious functional sector s of a business e.g. marketing and sales etc to achieve the firm’s goals. Kazmi (2008:19) defines strategic management as the dynamic process of formulation, implementation, evaluation and control of strategies to realize the organization’s strategic intent. By being dyna mic, strategic management is a continual, evolving and iterative process. It is a continually evolving mosaic of relevant activities which managers perform in a sequential order upon the situation they face at a particular time. By being iterative, an activity may not be required to be performed only once but repeated over time as the situation demands.
Alkhafaji (2004:18) stated that strategic management is the process of assessing the corporation and its environment in order to meet the long term objectives of the organization. It involves series of decisions taken by management to determine the long term objectives of the organization and the means to achieve these objectives. Once a mission has been established, strategies are developed to pursue it. An organization must develop a form of strategic management to control these strategies.
Onwuchekwa (2000:25) defines strategic management as a positioning system which aims at matching structural systems, flows and processes during strategic change. Strat egic management emerged because of the deficiency in the strategic planning system in matching a new strategy which an organization has implemented with appropriate structures and processes to improve organization productivity. Strategic management focuses interest on how the general management relates an organization to the changes in the environment so that the organization will not be taken by surprise thereby incurring losses due to inability to anticipate and to take necessary actions to contain the impact or ultimate consequences of the environmental change.
2.3 THE CONCEPT OF PLANNING AND STRATEGIC PLANNING
Planning is the most basic managerial function. When done properly, it sets the direction for the organizing, leading and controlling functions of the managers.
Slocum J r . (1999:218) states that planning involves defining organizational goals and proposing ways to reach them. It determines the formal process of choosing the organization’s vision, mission and overall goals for both the short run and long run; devising divisional, departmental and even individual goals based on organization goals; choosing strategies and tactics to achieve those goals and allocating resources (people, money, equipment and facilities) to achieve the various goals.
Ewurum and Unamka (1995:75) state that a business planning is a managerial function of setting company’s objectives, determining strategy and selecting alternative course of action. Planning is an umbrella word or idea containing the following elements:
i. Objectives
ii. Policies
iii. Rules
iv. Programmes
v. Methods
vi. Standard s
All managers plan. Planning as a concept has been around for a long time. Consequently, there are varieties of definitions of planning. However for the purpose of this study, the researcher is specifically interested in only one type of planning – Strategic Planning Kazmi (2008:299) defines strategic plan as a document which provides information regarding the different elements of strategic management and the manner in which an organization and its strategists propose to put the strategies into action. A comprehensive strategic plan document could contain the following information: A clear statement of strateg ic intent covering the vision, mission and objectives, results of environmental and organizational appraisals, strategies chosen, contingent strategies to be used under different conditions, strategic budget, proposed organizational structure and system for strategy implementation , functional strategies and the mode of their implementation and the me asures for evaluating performance.
Alkhafaji (2004:11) states that strategic planning is a management tool to look at the future and see tomorrow’s opportunities or challenges to gain competitive position. Strategic planning requires strategic thinking whi ch is a continuous process that deals with corporate events in a comprehensive manner. By strategic thinking, is the matching of opportunities with corporate resources inorder to envision the future direction that leads to improved corporate productivity a nd enhanced competitive advantage.
Hellriegel (1990:219 ) states that strategic planning is the process of analyzing the organization’s external and internal environment, developing a mission and a vision, formulating overall goals, identifying general str ategies to be pursued and allocating resources to achieve the organization’s goals. In developing a strategic plan, managers take an organizational approach. The overall purpose of strategic planning is to deal effectively with environmental opportunities and threats as they relate to the organization’s strengths and weaknesses.
Drucker (1974:200) describes strategic planning as a continuous process of making entrepreneurial risk taking decision systematically with the greatest knowledge of organization’s futurity; organizing systematically, the efforts needed to carry out these decisions and measuring the result of the decisions against the expectation through an organized system feedback. Strategic planning deals not with future decisions neither is it an attempt to eliminate risk.
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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 ONE - [ Total Page(s): 2 ]CHAPTER ONE : INTRODUCTION1.1 BACKGROUND OF THE STUDYStrategies 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 ... 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---
