Sincere thanks also to the Rector of KIST, who allowed me to use the Institute as a case study for this dissertation. From the suitability analysis, it was found that KIST's growth strategy is not appropriate, as it does not address the circumstances in which it operates due to internal weaknesses.
Against the background of the insufficient government and reducing donor funding, the strategic plan provides the basis for a constructive dialogue with the government and potential international donors, as a means of seeking additional funds for the successful operation of the institute (KIST Strategic Plan 2003-2008). However, there is an annual review (roll-over) of the strategic plan in addition to the regular weekly evaluation of activities and actions at the board meetings.
Motivation for the research
KIST intends to undertake a major review of its strategic plan in the second semester of 2006 with the aim of preparing a new five-year plan for 2007-2012. Evaluation of the strategies can also be done as and when management deems it necessary (source: email excerpt).
Value of the research
Problem Statement
Objectives of the study
Limitations of the Study
Structure of the study
A summary of the analysis, findings and conclusions are given based on the results of the analysis in the fifth chapter. Recommendations are made to KIST based on past achievements and areas for improvement.
Conclusion
An in-depth analysis of the case study was undertaken using the strategic models that were discussed in the literature review.
Introduction
Strategy and strategic planning form an important weapon in the armory of the modem manager. For educational institutions to improve and be able to meet the demands and challenges of the new millennium and survive in the long term, strategic planning must be used continuously; which shows that educational institutions can borrow ideas from business and successfully implement strategies for their overall long-term success (Tsiakkiros and Pashiardis, 2002).
Vision, Mission Statement and Objectives
Pearce and Robinson (1997) view an organization's mission as the unique purpose that distinguishes it from others of its kind and identifies the scope of its operations. In a nutshell, an organization's mission statement answers the question "what business(es) are we in?" It also makes an organization's purpose or reason for existence clear (De Feo and Janssen 2001 :4).
What is Strategy?
Types of Strategy
The ways in which organizations approach the strategy formulation process vary from organization to organization. The strategy evolves over time and arises on the one hand from proactive and deliberate actions by management and on the other hand as a necessary response to unexpected developments in the environment.
Strategic Planning
Kotler and Fox (1985:72) conclude by defining strategic planning as "the process of developing and maintaining a strategic fit between an institution's goals and capabilities and its changing market opportunities. It relies on the development of a clear institutional mission, supporting goals and objectives, sound strategy and appropriate implementation".
The Strategic Planning Process
Strategic Planning in higher educational institutions: a link between
Tsiakkiros and Pashairdis (2002) argue that, in terms of the similarities between business and education, their main task is to make a profit. Furthermore, business and education have customers who are always demanding and both strive to satisfy them, as customers are the ones who will secure their future.
Challenges Facing Higher Education
- Decrease in government funding
- Increase in demand for higher education
- New models of higher education and technology
- Keeping elements of a "traditional" model
- Economic transformation
People who do not have adequate education and competencies useful for all career paths, especially those who do not have at least a college degree, will be at a disadvantage in terms of employment opportunities and earning potential. This will be further explained in Chapter Four where a detailed discussion is given on the various income generating activities that the Institute engages in to generate additional income.
The Need for Strategic Planning in Higher Education
The Benefits of Strategic Planning
It is equally important to note that strategic planning should be carried out systematically. There should be communication and consultation with staff at all levels during the planning process so that they are motivated to work towards achieving the overall strategic objectives of the institution.
Strategy Evaluation
Assessing Suitability
- Environmental Scanning (Macro-Environmental Analysis)
- Internal Organisation Analysis
As Fleisher and Bensoussan pointed out, the social component of the general environment describes the characteristics of the social context in which the organization exists. A SWOT analysis summarizes an organization's internal factors as a list of strengths and weaknesses (Internet 5).
Analyzing Feasibility
- Financial Feasibility
- The Resource Deployment Analysis
- Strategic Leadership
A resource allocation assessment is used to judge two things: first, the extent to which an organization's current resources and competencies must change to achieve or maintain threshold requirements for a strategy. Even if an organization consists of people and other resources, it is the people who give life to the organization.
Conclusion
Strategic planning at KlST would create a platform for the exchange of ideas about the organisation's shared vision, goals and objectives. The institute can also benefit from strategic planning as it would provide a basis from which progress can be measured and in the process a systematic mechanism for informed change can be established when needed.
Introduction
Research Design
Nature of the study
This research used a case study approach which was purely qualitative, descriptive, exploratory and analytical in nature as the objective was to assess the suitability of KIST's growth strategy by determining whether the institute's growth strategy addresses the circumstances in which it operates; and to analyze the feasibility of the strategy by assessing whether it possesses the resources and competences to match the chosen growth strategy. The qualitative research method was used for this study and the chosen method was a combination of the case study method for an in-depth and comprehensive analysis.
Case Study Analysis
- Why a case study?
Another major advantage of the case study over other methods is that it attempts to be comprehensive, and involves a complete description and analysis of events and issues in the organization concerned (Jancowicz, 2000). For this research, a case study approach was used due to the qualitative nature of the study and as a holistic in-depth analysis of KIST was needed to gain a detailed insight of the current situation at KIST; the data collected was mainly qualitative.
Secondary data analysis
- Credibility
- Dependability
- Ethical Considerations
Then, an evaluation of the findings based on the models was made for KIST and presented in the fifth chapter of this study. Credibility indicates that the research has been conducted in such a way that the subject of investigation or study has been correctly identified and described (Hussey and Hussey 1997).
Conclusion
A letter of authorization for data collection was issued by the Graduate School of Business and submitted to KIST for permission to conduct research. The KIST management then gave permission to use the institute as a case study and collect all relevant data for the case.
Introduction
Country Profile
Sound education policies in the country have increased literacy rates from under 40% in the 1980s to more than 70% in 2003. Strong political leadership, driving a vision for a better future, has liberated the country from the clutches of the 1994 nightmare.
Overview of the Rwandan Education Sector
The Achievements and Challenges Facing the Education System in
- Achievements
- Challenges
The education system in Rwanda was completely destroyed during the war and genocide in 1994. Finally, there is the challenge of integrating HIV/AIDS education into the curriculum from primary to tertiary levels to curb the pandemic, which is seriously crippling education. system (Strategic plan of the education sector.
Higher Education in Rwanda Today
The objectives for the Higher Education Sector
To introduce more diverse sources of funding for Higher Education Institutions (HEIs), including revenue generation, cost recovery and greater participation from the private sector. To ensure full integration of an HIV/AIDS component in curricula in all higher education institutions (Education Sector Strategic Plan.
KIST Background
- KIST Strategic Direction
- Objectives for 2003-2008
- Organisational Structure
- KIST Today
- Student Numbers
- National Policy Imperatives: The role ofKIST
- Organisational Performance
- The Planning Process
- Human Resources (Staff Capacity Building and Training)
- mY/AIDS Policy
- Links with the Alumni, Business and Social Responsibility
- Networking and Partnerships
- Sources of Funding
- Infrastructure Development
- Constraints faced by KIST
- Inadequate funding for capacity building and Infrastructure
- Inadequate Strategic Planning
- Low employee motivation and high staffturnover
- Other Institutions of Higher Learning in Rwanda
- Towards a brighter future: the road ahead for KIST
According to KIST's strategic plan, the council is the highest governing body of the institute and the highest decision-making body. The National University of Rwanda (NUR), jointly founded in 1963 by the Rwandan government and the Congregation of Dominicans from the province of Quebec (Canada), is the oldest higher education institution in the country.
Conclusion
Introduction
The strategic issues currently facing KIST will then be identified from the analysis and will form the basis for the recommendations and conclusions in Chapter Six. The above model was used for this research in the external/internal analysis and in the evaluation of KIST's strategy.
Suitability Analysis
Macro-Environmental/External Analysis (PEST ANALYSIS)
- Political and Legal Environment
- Economic Environment
- Socio-Cultural Environment
- Technological Environment
As mentioned earlier, HIV/AIDS is another issue that is affecting KlST; Staff and students alike are affected by the horror of the pandemic. The technological aspect of the organization's overall environment is influenced by the impact of science and technology on product and process innovation.
Internal Analysis
- SWOT Analysis
- Impact analysis
Score (0): This means that the change in the environment would not affect the current weakness. c) Inadequate strategic planning, tested against the growing demand for research and consultancy services. Score (0): This means that the change in the environment would not affect the current weakness. e) Inadequate strategic planning has been tested against inadequate governance and reductions in donor funding.
Feasibility Analysis
- Financial Feasibility Analysis
- Functional and Resource Analysis
- Identification ofKIST's Resources and Organisational
- Human resources
- KIST's ability to transfer technology via its outreach programs:
- Appraisal ofKIST's key resources
- Organisational Capability
- Identification ofKIST's resource gaps
- Strategic Leadership
KIST has qualified and experienced staff who have the ability to make meaningful contributions to the growth of the Institute. The center helps the efficient application of ICT throughout the economy, leading to increased employment, more efficient public services and thus contributing to the reduction of poverty among the people of the region.
Strategic issues facing KIST
Conclusion
The analysis showed that the Institute has the potential to transfer technology through its outreach programs. Based on the findings discussed above, the next chapter will present conclusions and recommendations that KIST management could take to help the institute grow and increase its self-sufficiency in the face of inadequate government and declining donor funding.
Introduction
Conclusion
With regard to the first objective, it was established from the suitability analysis that, as a result of the internal weaknesses identified in section 5.2.2, the institute's growth strategy does not take into account the conditions under which it operates and which consequently cause growth. strategy unsuitable. Thus, from the case review and analysis in chapter five of the study, it can be concluded that the growth strategy of KIST is not suitable because it does not address the circumstances under which it operates.
Recommendations
- Strengthen the income generating activities
- Organise more short courses and in-service training
- Strengthen the KIST Planning Unit
- Staff Motivation
- Provide competitive salaries and benefits
- The use of intrinsic factors of motivation
- Benchmarking
- Leadership
KIST must develop an effective performance appraisal system to regularly review staff performance to ensure alignment with the institute's strategies, priorities, goals and objectives. KIST must apply benchmarking in its operations to identify operational and strategic gaps.
Summary
More activities, processes and practices should be compared to the best universities in Africa for a start, then with enough time and progress, to the best universities in the rest of the world. The type of leadership style required by the Institute to achieve its growth strategies should be a more democratic, participative leadership that is inclusive, supportive and empowers staff in their day-to-day work responsibilities and decision-making.
Areas for further research
34;Researching strategy formulation and implementation in dynamic environments", Benchmarking: an International Journal, Vol.2 NoA, pp.l5-26. SEARCH ENGINES www.google.com www.yahoo.com www.a1tavista.com www.webcrawler. com www.askjeeves.com.
