An examination of the predictive relationships of self-evaluation capacity and staff competency on strategic planning in Hong Kong aided secondary schools

This article aims to examine the predictive relationships of self-evaluation capacity and staff competency on the effect of strategic planning in aided secondary schools in Hong Kong. A quantitative questionnaire survey was compiled to collect data from principals of the participating schools. Confirmatory factor analysis and reliability tests were applied to confirm the constructed validity and reliability of the survey instrument. Multiple regression analysis was applied to explore the relationships among variables. The capacity of self-evaluation mechanisms and staff competency are identified as predictive factors for effective strategic planning. An effective quality assurance (QA) mechanism could support the sustainable development of school organization. School administrators could embed self-evaluation mechanisms into strategic planning and provide staff development to improve the QA systems in their schools.     

Strategic management in European universities in an age of increasing institutional self reliance

Abstract

This paper contrasts the emphasis on planning in universities when funding from the state was stable and resources followed student numbers, with the emphasis on strategic management when state funding is declining and universities are of necessity much more market orientated. Planning processes could work well when universities had a predictable future, but are less appropriate when the climate is turbulent. The paper suggests that the following are the key words for successful universities in the new environment, competitiveness, opportunism, income generation and cost reduction, relevance, excellence and reputation. It goes on to argue that this framework of key characteristics demands a new approach to strategic management in universities requiring universities to take a holistic view of their activities, to coordinate institutional strengths so that they reinforce one another and to create machinery whereby academic, financial and physical planning strategy is decided on an integrated basis.     

Strategic Management in European Universities in an Age of Increasing Institutional Self Reliance

This paper contrasts the emphasis onplanning in universities when funding from the statewas stable and resources followed student numbers,with the emphasis on strategic management when statefunding is declining and universities are of necessitymuch more market orientated. Planning processes couldwork well when universities had a predictable future,but are less appropriate when the climate isturbulent. The paper suggests that the following arethe key words for successful universities in the newenvironment, competitiveness, opportunism, incomegeneration and cost reduction, relevance, excellenceand reputation. It goes on to argue that thisframework of key characteristics demands a newapproach to strategic management in universitiesrequiring universities to take a holistic view oftheir activities, to coordinate institutionalstrengths so that they reinforce one another and tocreate machinery whereby academic, financial andphysical planning strategy is decided on an integratedbasis.     

Academic Planning and Organizational Design: Lessons From Leading American Universities

The emerging competitive environment of higher education, both within and between countries, is requiring universities in Europe and other pans of the world to emulate American institutions by becoming corporate entities with an independent capacity to make strategic choices among academic programmes and activities. A number of the leading American universities have developed comprehensive planning processes that offer suggestive guidance for managing in this new environment. These processes have emphasized: clarifying and articulating norms essential to the legimacy of planning; grouping and consolidating functions; promoting reciprocal communication; encouraging the development of a planning capacity within each strategic unit; and increasing direct communication and the sharing of information among members of the academic community. Essentially these universities have conceived of comprehensive planning as a problem of organizational design, systematically seeking means of promoting integration in a highly differentiated organization. The specific mechanisms by which this integration has been accomplished are reviewed.     

澳大利亚大学战略规划:探究与启示

澳大利亚大学把战略规划视为内部管理的一项重要举措。大学战略规划的相关界说从不同角度影响了澳大利亚大学的战略规划实践。大学战略规划实践体现的立足于对大学的组织特点的理解、注重对大学外部环境的分析、体现大学规划自主的原则、吸引各方广泛参与和规划内容既“求同”又“存异”的五大特征,对于当前我国大学规划具有启示意义。对大学科学定位和进行大学发展动因分析应成为现阶段我国大学战略规划的突破口。     

大学不能回避战略规划

从20世纪80年代起,美国大学纷纷开始实施战略规划活动,我国大学在20世纪90年代也纷纷开始了自主性的战略规划活动,然而对于大学战略规划活动的有效性问题却始终存在争议,相关实证研究也呈现出支持和否定两种结果。但对大学来说,实施战略规划至少可以有效终止组织内的争论、凝聚发展力量,同时战略规划还是大学回应外部利益相关者重大关切的工具。大学实施战略规划肯定会出问题,但出问题并不表明战略规划在本质上是无效的,真正应该思考的是如何应对这些不可避免的问题。大学必须充分认识到,实施战略规划是为了帮助其更清晰、更有效地思考。此外,如果大学不实施战略规划,就会挑战现有秩序,丧失合法性。以上这些理由决定了大学不应该回避战略规划。     

科学发展观指导高职院校做好发展战略规划

高职院校要把科学发展观贯彻落实到具体的办学实践中,重要的是要以科学发展观为指导,认真研究制定具有前瞻性、科学性、可行性的发展战略规划。本文介绍了高职院校制定发展战略规划的主要目的和作用,阐述了高职院校制定并实施发展战略规划是保证科学发展的重要举措,说明了科学发展观是高职院校制定和实施发展战略规划的根本指导思想。     

Assessing and cultivating support for strategic planning: searching for best practices in a reform environment

This study examines the similarities and differences in faculty and administrator perspectives on strategic planning in Kentucky, a state in the United States undergoing extensive reform of its public, postsecondary system. The findings suggest that three variables are critical to faculty and administrative support for strategic planning activities: (i) depth of implementation of strategic planning outcomes, (ii) type of institutional decision making and (iii) level of support for state reforms. The findings help suggest some best practices that institutions can adopt to cultivate both faculty and administrative support for strategic planning activities.     

高校战略人力资源管理系统的理论模型构想

本研究从高等教育系统出发,结合战略人力资源管理理论的观点,推演了高校战略人力资源管理系统的目标、运行机制及维度,构建了高校战略性人力资源管理系统的理论模型。本研究认为,高校战略人力资源管理的目标为社会效益和经济效益;运行机制为激励机制、约束机制、学习机制、压力机制、牵引机制;维度为人力资源战略、招聘、培训、绩效考核、薪酬管理、职业生涯规划、参与管理、沟通与合作八个方面。     

Involvement of heads of departments in strategic planning in schools in the Pinetown District

ABSTRACT

Strategic planning is crucial in facilitating sustainable development of schools. It enables schools to survive and cope with changes and challenges from government policies and market forces. There is broad agreement that all stakeholders need to be part of school strategic planning. In response to the lack of evidence suggesting stakeholders’ involvement – specifically that of Heads of Department (HOD) – in strategic planning in schools, and its value in ensuring that all stakeholders execute their duties, HODs’ experiences regarding their involvement in strategic planning were explored. Qualitative research was undertaken and semi-structured interviews were employed to generate data. The study reveals that the HODs were involved in some form of planning but there is no evidence suggesting their participation in substantive issues on strategic planning. Further, the study reveals that transparency-driven leadership and collaboration are key factors to ensure HODs’ participation in strategic planning. The findings suggest that the involvement of HODs is crucial towards improving teaching and learning.     

面向一流大学的跨越式发展:战略规划的作用

基于战略管理的基本原理和大学的组织特性,本文提出了研究型大学跨越式发展的战略规划的一般框架和理论假说,并选择了三个中外著名大学跨越式发展的案例进行实证分析,结果发现:跨越式发展的多个案例体现了中高水平的正式的战略规划活动,并具备自上而下与自下而上相结合的战略规划流程,理性基础上的参与式战略规划模式及其实施对跨越式发展有非常重要的作用。     

Strategic planning by academic institutions — following the corporate path?

This article compares the findings from two surveys of strategic planning practices in Australia: those of academic institutions and those of manufacturing corporations. The similarities and differences are identified and in broad terms explained by the stage of evolution of strategic planning that has been reached by academic institutions when compared to corporations. Given the recent questioning of the value of strategic planning by corporations, the validity of academic institutions continuing on this path is questioned with the conclusion that the planning process per se is desirable.     

美国研究型大学战略规划工作探析——以威斯康星-麦迪逊大学为例

战略规划工作是世界一流大学实施战略管理的重要内容,近年来日益为我国高校所重视。以威斯康星-麦迪逊大学规划工作的演进为线索,以该校近15年来相继出台的三部战略规划为样本进行分析,在一定程度上反映了美国研究型大学战略规划的基本内容和过程特征。     

Effective strategic planning in Australian universities: how good are we and how do we know?1

Strategic planning was introduced to Australian universities as part of the Commonwealth Government higher education reforms of 1988. The ‘Dawkins Reforms’ implemented extensive structural reform, changed executive leadership roles and responsibilities, commenced the ‘managerialisation’ of the Australian university sector, introduced the Higher Education Contribution Scheme and facilitated the transformation of Australian universities from collegial academies to modern, ‘enterprise’ universities.

There is an abundance of published marketing material celebrating ‘effective’ strategic planning outcomes in the myriad of strategic plans published by Australian universities. Yet, a recent study indicates that strategic planning remains a contested internal leadership function in Australian universities almost 30 years after traditional academic planning was replaced with commercially-focused strategic planning. This paper will review the effectiveness of strategic planning practices in Australian universities guided by the rhetorical question: ‘how good are we and how do we know?’     

Holistic strategic planning in the public sector

This article focuses on developing a holistic approach to strategic planning. It suggests that a successful approach will view all components in the process as an integrated system through a holistic strategic framework. In addition, it focuses on reviewing the gaps that can develop in applying a holistic framework in a public sector environment and discusses ways to overcome those gaps to ensure a successful strategic planning process.     

全国各地区“十二五”教育发展研究——基于各省份教育改革发展目标及任务的分析

本文提出建设"国家教育规划战略管理体制"的思想与途径。基于此,从多个维度系统梳理、综合分析了31个省、自治区、直辖市提出的中长期教育改革和发展战略、目标与任务,为科学开发评价工具、实施"十二五"教育规划执行情况跟踪监测以及形成有效地工作推进机制提供依据,提升国家教育改革发展宏观管理基础能力与统筹成效。     

自我评估与监控:大学战略规划的双翼

大学只有周期性地回顾和评估自己的战略及其计划,并进行相应的调整和发展,才能保证战略及其计划的适应性,保证有效地实施战略规划.本文通过概述战略评估与监控的目的与内容,在个案分析的基础上,总结大学进行战略监控的制度性方法,即对战略计划进行年度性回顾和"滚动推进",针对我国大学的实际,建议我国大学增强大学内部评估的意识,建立正式的战略监控程序,建立相应的大学战略评估指标体系.     

中国大学的战略与规划:理论框架与行动框架

外部环境的变化要求大学组织发生相应的改变。高等教育的普及化、国际化、市场化、数字化要求重新定义大学,以创新应对挑战,以战略规划指引大学改进。战略规划是通过程序性的工作来产生根本性的决策和行动,以此来塑造和引领:一个组织是什么样的,该组织在做什么,为何这样做,并着眼于未来。战略规划有两种基本的方法:SWOT分析和基标法。编制战略规划的前提是形成大学发展的战略思想。厘清大学发展的战略思想需要回答十个关键问题:大学的使命与战略定位、大学中长期发展的目标体系、战略优先、学校发展路径选择、学校办学规模、优先发展的学科领域、卓越教师队伍建设、一流人才培养体系、拓展经费渠道、组织和管理创新。     

大学战略规划的若干基本问题

战略规划是大学发展的纲领性文件,对大学发展可以发挥多方面的作用,包括凝聚共识、明确方向、确立目标、创新文化和促进跨越发展等。战略规划的主要任务是研究大学生命周期和发展形势,设计大学发展愿景和规划实施的保障措施。编制大学战略规划不能没有科学的理论依据,经验表明:目标导向理论、资源匹配理论、人力增值理论、组织再造理论和文化创新理论等对做好大学战略规划具有重要意义。要使战略规划成为指引大学前行的灯塔,必须提高战略规划的质量,为此,可以采用系统规划法、全员规划法、全要素规划法和战略研究法等方法。     

研究型大学核心竞争力战略规划研究

我国的研究型大学在高端人才培养和学术研究上具有重要的地位.因此,如何从战略规划的视角,来理解研究型大学培育核心竞争力的战略规划理念,分析其影响因素及实现形式,进一步制定其发展战略及战略规划,已成为研究型大学建设的一项根本任务.