Organizational Strategic Planning Research Articles

A REVIEW OF DATA-DRIVEN DECISION MAKING IN ENGINEERING MANAGEMENT

This research review article explores the transformative impact of data-driven decision-making (DDDM) across various sectors, highlighting the integration of advanced analytics to enhance organizational efficiency, innovation, and strategic planning. Despite the potential benefits, the adoption of DDDM poses significant challenges, including data quality issues, integration complexities, and the need for a cultural shift towards valuing data analytics. Through a comprehensive analysis of recent research and case studies, this article synthesizes key findings, emerging trends, and future research areas in DDDM. It provides practical recommendations for practitioners aiming to implement and optimize DDDM processes, emphasizing the importance of fostering a data-driven culture, investing in robust data infrastructure, and ensuring the ethical use of data. Additionally, the article offers suggestions for continuous improvement and adaptation to technological advancements, advocating for regular strategy reviews, monitoring emerging trends, and fostering innovation. By addressing these challenges and leveraging the outlined recommendations, organizations can unlock the full potential of DDDM, driving significant advancements in efficiency, competitiveness, and strategic decision-making in the digital age.
 Keywords: Data-driven Decision Making, Engineering Management, Machine Learning, Big Data, Advanced Analytics, Organizational Efficiency, Data Quality and Infrastructure, Technological Advancements.

Need Assessment of Education Management According to Sub-District Non-Formal and Informal Education Centre Standards for Excellence

This study aims to study the Current Conditions, Desirable Conditions, and Necessary Needs of Educational Management according to standards for Excellence of Sub – District Non – Formal and Informal Education Centre. And to study educational management guidelines according to the Sub – District Non – Formal and Informal Education Centre Standards for Excellence. There were two steps: Step 1: Study the Current Conditions, Desirable Conditions, and Needs of educational management standards of Sub – District Non – Formal and Informal Education Centre Standards for Excellence. The sample consisted of 40 school administrators and 328 of the heads of Sub – District Non – Formal and Informal Education Centre, a total of 368 attended in the academic year 2022 using Multi-stage Random Sampling. Step 2: Study the standard educational management guidelines. The informants are qualified by studying best practices from five Models of Sub – District Non – Formal and Informal Education Centres, two persons, totaling ten people, by specific sampling. The research instruments: 1) The Current Conditions and Desirable Conditions Questionnaire following educational management according to standards for Excellence of Sub–District Non–Formal and Informal Education Centre, a 5-level rating scale. 2) Semi-structured interview 3) The Educational Management Approach Assessment Form is a 5-level estimation scale with statistics used to analyze the data, including mean, standard deviation, priority sorting of PNImodified data, and content analysis. The results showed that 1) the current condition as a whole and in terms of study is at a high level; Overall desirable conditions are at the highest level. One aspect is at the highest level: six are at the highest level. Considering the necessary needs, it found that the needs of educational management according to the standards. There is a need to develop all seven areas as follows Organizational Leadership, Strategic Planning, Learner and Stakeholder Focus, Knowledge Analysis and Management Measurement, Processing Management, and Personnel Focus. 2) the suggestions were seven aspects and 135 approaches as follows Workshops, Learning from other people, Brainstorming, Operating Integration, Mentoring, and Learning from successful organizations.

Examining the Effect of Innovative Behavior, and the Role of Contingency Plan on HEI's Effective Teaching

Purpose: Academics often underestimate the importance of having an Academic Contingency Plan (ACP) during crises, which can lead to failure in achieving institutional innovation objectives. Despite extensive research, the role of an ACP is not fully understood in higher education. To gain a comprehensive understanding, it is crucial to analyze the significance of integrating contingency plans into the strategic plan of higher education. Design/methodology/approach: This study involved the use of 101 lecturers from 5 universities in Indonesia as respondents. An online questionnaire using a Likert Scale was used for data collection, which was analyzed using Smart PLS. Findings: The existing research gap in academic collaborative culture about innovative behavior in HEIis is resolved by testing the role of the Academic Contingency Plan. Research limitations/implications: The study suggests that ACP should be an integral component of an organization's strategic plan, which should be formulated within the organization. Effective teaching objectives can be achieved through the active participation of all stakeholders in the implementation of knowledge-based education. Originality/value: This study is expected to contribute to the academic community by providing a comprehensive understanding of ACP in higher education. It aims to facilitate the achievement of academic targets through the implementation of a well-established plan. The value of this study lies in its potential to enhance the clarity of knowledge in this area and to provide practical insights for academic institutions.

Brief meaning toolkit: increasing meaning for the Millennial Generation in the workplace in the era of the New World Order

In the post-pandemic era, current geoeconomic and geopolitical changes will have global, regional, and local impacts. Companies must adapt to rapid changes. This condition causes a person to experience disturbances or even be able to adapt and see opportunities in the new world order in the company. The ability to think reflectively that oneself is crucial, understand life, and determine broader goals for life with meaning is important in responding to situations. The millennial generation dominates the workforce in Indonesia, so millennial employees need to have meaning to support the organization's strategic plan in overcoming difficult situations. This service aims to provide interventions to increase meaning in millennial generation employees. The solution method is to provide an understanding of the meaning and a brief meaning toolkit online for millennial employees based on the Meaning toolkit from Mcquaid & Peggy and developed according to Indonesian Culture. Measurements were carried out by pre-test and post-test with The Work and Meaning Inventory (WAMI) instruments. The intervention results showed increased meaning among participants, although not high, with three sub-toolkits in short sessions and through online media. There is the lowest question, which is related to individual goals and organizational goals. The role of the organization is needed in building meaning in the organization. Based on the initial results of this short intervention, the meaning module can be developed into a more complete sub-toolkit and implemented face-to-face for a longer duration.

Individual and Organisational Differences Affecting Employees’ Satisfaction with Training Programs in Financial Services Triad

The financial sector plays a major role in the economy of the Kingdom Bahrain. This study aimed at examining the relationship between individual and organisational factors in the financial services triad and the level of satisfaction with training programs. Using an online survey, 538 responses were collected from employees in the banking and finance, investment, and insurance sectors in Bahrain. The analysis showed that there was a significant correlation between employees’ satisfaction with training and their age, gender, who selected the program and the mode of delivery, while there was no correlation between their satisfaction with training and their speciality or length of work experience. The participants expressed interest in personalising the training plan to their own needs and goals; receiving more advanced training that is linked to personal and organisational strategic plans; receiving more interaction during the programs; and having problem-based cases and topics introduced into the training.

Employee perceptions of strategy formulation and implementation towards sustainable strategic management in the developing world

In general, an effective strategic management process allows managers to interact with employees in formulating and implementing organisational strategic plans (Nedelea & Paun, 2009). Eskom, an electricity public utility company, in South Africa, suffered a strategy formulation and implementation fatigue for the past two decades leading to a quagmire and lacklustre performance of all time (“Eskom CEOs from 1985 to 2020”, 2020). Therefore, the study investigates employees’ perception of the organisational strategy process towards bridging the gap between the management and non-management employees in strategy formulation and implementation. The study employed a quantitative survey, gathering data from a sample of 331 participants randomly selected from a population of 2400 Eskom, employees. Data was then collected and captured through a questionnaire using an online survey tool called Question Pro and analysed with SPSS version 25. The study revealed that Eskom’s strategic formulation and implementation process was perceived by employees as a downward communication process. Thus, the study revealed that there was a lack of employee engagement before and after the strategy formulation and in implementation process. The study therefore recommended that Eskom should employ a vertical two-way communication process between managerial and non-managerial employees. In addition, the study recommended that Eskom should provide strategy awareness campaigns at ground level towards positively impacting on sustainable and effective strategy implementation.

The Influence of Strategic Planning and Analytical Maturity on Organizational Performance in Implementing Business Intelligence in Indonesia

This research delves into the dynamics of intricate Business Intelligence (BI) deployments in Indonesian startups, emphasizing the interplay of organizational performance, analytical maturity, and strategic planning. Structural Equation Modeling with Partial Least Squares (SEM-PLS) was utilized in the study, which had 187 individuals from several industries, to examine the linkages and extract significant findings. The results showed three strong positive relationships: organizational performance is positively impacted by strategic planning, analytic maturity has a considerable impact on organizational performance, and strategic planning influences analytic maturity. Large impact sizes and statistical robustness characterize these practically meaningful associations. This study adds to our understanding of BI adoption in the particular setting of startups by highlighting the crucial roles that mature analytics and strategic planning play in fostering organizational success.

Analisis Kebutuhan Pengembangan Sumber Daya Manusia Di Kabupaten Bandung

Civil Servants (CS) are still often associated with negative views such as corruption, collusion, nepotism, lack of discipline, lack of competence, lengthy bureaucracy, and inefficiency. Several factors are suspected of having an influence on the performance of civil servants, including education and training, discussing the study of the Development Analysis of Technical Human Resources for General Administration of CS Groups II and III. The research method used is an associative method with a quantitative approach. The research sample consisted of 113 people who were determined using a disproportionate stratified random sampling technique based on educational level strata. The conclusion of this study is that the general administration competence of civil servants class II and III needs to be improved through educational and training interventions (training) as well as non-training interventions. This study identifies the competencies that need to be mastered by CS class II and III and provides suggestions for the Regional Government of Bandung Regency to improve the performance of civil servant general administration. Competency enhancement can be carried out through relevant technical training, such as effective communication, information management, problem solving, computer applications, and effective team building. In addition, non-training interventions such as monitoring the implementation of organizational strategic plans, fostering conducive working relationships, and encouraging a spirit of learning are also needed.

Can Strategically Prioritizing Ransomware Protection and Implementing Specific Recommended Actions Potentially Reduce the Effects of a Ransomware Attack on an Organization?

The purpose of this research study was to explore what can be learned by prioritizing for ransomware and data loss protection during organizational strategic planning to mitigate the negative effects of these events while identifying specific actions and recommendations organizations can take to mitigate the effects of ransomware and associated data loss. The problem addressed was that many organizations have become or will become victims of massive data losses caused by ransomware attacks because ransomware security controls and data loss prevention are not prioritized during strategic planning (Breckenridge, 2020). The methodology used was a qualitative metasynthesis which examined six case studies that were chosen as a representative set of organizations that have experienced common effects that are often felt in the aftermath of either a ransomware attack, poor strategic planning for cybersecurity controls, or data loss. The findings show the emergence of several themes including a common lack of strategic planning, the inability to recognize network anomalies leading to malware installations that resulted in data breaches, the lack of or misuse of security controls, and the heavy consequences suffered as a result of not putting effort into preventing the data breaches. Additional examination focused on the need for a proactive approach to data loss prevention which demands the attention of organizational leadership at the highest levels.

Employees’ appraisal of workplace changes during COVID-19: findings from a state-owned oil and gas company

This study aims to explore employees’ perceptions of workplace management practices (i.e. planning before workplace change, implementation process, management after workplace change) at the PTT headquarters building in Thailand. Another purpose is to examine workplace change development during COVID-19 to understand the organisation’s planning and processes, which serves as a means to contribute to Facilities Management and Corporate Real Estate Management (CREM) theory. Employees' responses to workplace management practices at different stages (i.e., before, during, and after workplace change) were affected by the company's strategic direction and management approach, particularly in terms of planning and implementing workplace change development. This study demonstrates that the employee engagement and involvement process is critical during and after workplace change. A lack of process at these times can result in negative impacts, as evidenced by low satisfaction percentages in various areas, including improving the workplace based on suggestions from employees, and training employees on how to use office space when returning to the workplace. The case organisation's strategic planning in relation to crisis management, reflects the supply and demand alignment dimension and the CREM strategy of corporate real estate alignment. No existing research has appraised employees' responses in terms of the preparation and implementation of workplace change. This study provides new insights into workplace change development during COVID-19, including planning, implementation, management after the change, and the impacts on employees' perceptions.

Strategy Change Cycle as Organizational Strategic Planning to Implement Gender Mainstreaming in Women in Tourism Indonesian

This research aims to determine and analyze the cycle of strategy change as an organizational strategic planning to implement gender equality for women. The method used by this research is a qualitative approach, the type of research to be carried out is Participatory Action Research (PAR). The result of this study is that organizations consider gender mainstreaming indicators such as gender analysis, gender goals, gender integration in policies and programs, monitoring and evaluation mechanisms, and stakeholder engagement. These indicators ensure women's active participation, equal employment opportunities, and the integration of gender perspectives in organizational policies and programs. By implementing a roadmap and considering gender mainstreaming, WTID aims to create a more sustainable and impactful organization that promotes gender equality in the tourism industry. The implications of this research can provide solutions to the challenges WTID faces and enable it to effectively encourage gender mainstreaming in Indonesia's tourism development while still being able to adapt in a dynamic environment.

Проблемы адаптации современных менеджеров к управлению бизнес-процессами

The study, the results of which are summarized in the article, aims to analyze the specifics of modern ap-proaches to business management, based on the allocation of a business process rather than a functional area as an object, as well as to identify and summarize the key issues of managers’ adaptation to changes in mod-ern conditions of business management. To achieve the set goal, theoretical sources on the research topic are analyzed, a sociological survey of entrepreneurs in the field of trade in food and agricultural goods is conduct-ed, the adaptation challenges are identified, a model business process of strategic planning and a model pro-vision on employee performance appraisal are developed. Relevant managers’ competencies for strategic management in conditions of instability are substantiated, the problems of managers’ adaptation to changing conditions of enterprise management are generalized. Based on the linear programming technique, the distri-bution of managers’ responsibility areas for each business process of organizational strategic planning of wholesale and retail trade in food and agricultural goods is calculated. The results obtained can be used as guidelines for qualitative transformations in the enterprise management system.

Digital Innovations for Effective Management Analysis in the Context of Business Transformation

The article considers theoretical and applied aspects of applying digital innovations in the system of organization and conducting management analysis of enterprise activities. The content of the concepts of digital innovations and business transformation in the system of management analysis is disclosed. The role of management analysis in the context of business transformation is determined. The main digital innovations that affect modern business and contribute to the effective management of an enterprise are considered. The study analyzes the use of digital innovations in the preparation and implementation of management decisions, formulates and discloses recommendations for their implementation in order to improve the efficiency of enterprise activities in the field of strategic planning, operational analysis and risk management. Examples of digital innovations for implementation in the enterprise management system for analysis, evaluation and strategic planning of its activities are provided. The main aspects of the use of digital innovations for management analysis are revealed. The challenges and difficulties associated with the introduction of digital innovations in the process of management analysis are analyzed, indicating possible impacts on the organizational structure, decision-making processes and strategic planning. Possible ways to overcome these obstacles are considered. It is determined how digital innovations change the approach to data collection, processing and analysis in the process of management analysis and allow obtaining more accurate and comprehensive data for decision-making. The article also examines the role of management analysis based on digital data in making informed decisions and developing optimal strategies for enterprise development and the ability to assess various scenarios, identify business strengths and weaknesses. The author also considers technological and analytical tools that support the effectiveness of management analysis in the context of digital innovations and affect the quality of enterprise performance. It is substantiated that digital technologies and data analysis are key factors in the successful transformation of enterprises to meet modern requirements. They help to improve the efficiency of business processes, identify new opportunities and provide competitive advantages in the market by changing the approach to business management and the way an enterprise interacts with its customers.

Use good visuals to make annual reports more engaging

Drafting an annual report that relays pertinent information about your organization but doesn't make a reader's eyes glaze over can be a challenge. But it's important for nonprofit leaders to get right, because a well‐developed annual report can help support your organization's broader strategic plan by providing context and information on the goals that you want to achieve, the objectives that make up those general goals, and how you will fund these initiatives and achieve them.

Compassion, collaboration, and community: Strategies for staff well-being.

Compassion, collaboration, and community: Strategies for staff well-being.

The Protection for Citizen During Outbreaks: The Emergency Status During Covid-19 in the Perspective of Indonesian Constitutional Law

The purpose of this study is to offer novelty regarding the emergency status issued by the Indonesian government appropriately. Using normative research with an orientation that is not based on conceptual. The initial beginnings that occurred in Indonesia resulted in changes in the application of the law, especially state administration law where an emergency had two components, namely the legal framework consisting of the constitution and the legislative basis for emergencies and the operational framework involving organizational structures and strategic plans for dealing with emergencies. In this case the government must immediately lockdown because in the principle of emergency state administration law is an absolute thing that must be done. To carry out lockdown, it requires firmness and a combined security of all parties. Lockdown must also be limited by legal norms such as a presidential decree to avoid arbitrariness by the government. Such understanding is important so that the country can run well.

Efficient administrative management strategy for activities in international higher education institutions

This research article examines the significance of efficient administrative management in international higher education institutions and addresses the specific challenges faced in managing activities effectively. The objective of this study is to propose an administrative management strategy tailored to the context of Vietnam's international higher education institutions. Drawing upon existing literature, theoretical frameworks related to organizational management, leadership, governance, and strategic planning are explored to inform the development of the strategy. The unique characteristics and challenges of the Vietnamese higher education system, particularly in relation to internationalization efforts, are described, highlighting the importance of aligning administrative management strategies with local context while incorporating international best practices. Essential components of an efficient administrative management strategy, including organizational structure, decision-making processes, resource allocation, staff development and training, technology integration, and quality assurance, are identified and discussed in detail. Successful case studies and best practices from international higher education institutions are analyzed, providing valuable lessons and insights that are relevant and applicable to the Vietnamese context. Specific recommendations and guidelines are provided for Vietnamese higher education institutions seeking to enhance their administrative management practices, considering cultural, institutional, and regulatory factors.

Strategic Planning and Organizational Performance in Non-Profit Organizations in Rwanda: A Case of World Vision, Kigali, Rwanda

The general objective of this study is to assess the effect of strategic Planning on Organization performance in Non – Profit Organizations in Rwanda, a Case study of World Vision Rwanda (Kigali). The specific objectives were; to determine the effect of Stakeholder involvement, resource allocation, and risk planning in strategic planning on organization performance in Non-profit organizations in Rwanda. The total population was 300, and the sample size was 171, calculated using the Yamane formula. Both stratified and purposive sampling techniques were employed. This research used a descriptive design with a correlation-regression size effect for each specific study objective. The present research used qualitative and quantitative approaches. They are concerned with the specific objectives of this study. The findings showed a strong positive relationship between stakeholder engagement, effective resource allocation, and effective risk planning with organizational performance. Whereby stakeholder engagement has 0. Four hundred seventy-two correlations, resource allocation has 0.502 correlations, and risk planning has 0.893 correlations with organizational performance in non-government Organizations. Further, the findings showed that R Square is high, indicating a high contribution of independent variables to dependent variables. Adjusted R Square shows that considering stakeholder engagement, resource allocation, and risk planning during strategic planning contributes up to 52.1% to organizational performance. This assumes that non-governmental organizations are urged to consider stakeholder engagement, resource allocation, and risk planning during strategic planning to ensure organizational performance. The study concludes that for proper organizational strategic planning, similar organizations are recommended to engage critical stakeholders during planning practices. Keywords: Strategic Planning, Organizational Performance, Non-Profit Organizations, World Vision, Kigali &nbsp

Information System Strategic Planning at Institut Agama Islam Negeri Ternate

Institut Agama Islam Ternate (IAIN) is one of the universities that run business processes in terms of educational services. IAIN Ternate has implemented information systems and information technology (IS/IT) to support its business processes. However, the implementation of IS/IT has not been equipped with strategic planning, so all forms of procurement, development, and maintenance of IS/IT are only available upon request and are not yet aligned with the organization's strategic plan. This research was conducted to design organizational needs into an IS/IT strategic plan at IAIN Ternate using the Ward and Peppard Framework. This research was conducted using interviews and focus group discussions (FGD) with the leaders and staff of the units at IAIN Ternate. The tools used for the analysis of the organization's internal environment are SWOT and value chain; for the analysis of the organization's external environment, PESTLE and McFarlan Grid are used to map the application portfolio. Based on the results of the study, IAIN Ternate has utilized IS and IT. To achieve the vision, mission, and objectives of IAIN Ternate, it is recommended that IS/IT become a priority for development. The IT Strategic Plan consists of an IS strategy, an IT strategy, and an IS/IT management strategy.

Craft annual reports to further your organizational strategy

For many nonprofits, writing a comprehensive annual report—one that goes beyond the IRS Form 990 to include insight into the organization's operations and programming for donors, regulators and any other stakeholders—might elicit groans and complaints about the amount of time such reports take to produce. But experts argue that the time and effort is definitely worth it, especially if you are sure to connect the report with your organization's strategic planning efforts.