A Strategic Plan of the Hong Kong Polytechnic University - Essay Example

Critical review of a strategic plan of The Hong Kong Polytechnic Task: Critical Review of a Strategic Plan ofThe Hong Kong Polytechnic University Executive Summary This document is a review of the strategic planning of the Hong Kong polytechnic university. It will be critically analyzing the relationship between the mission statement, the values, and the vision. In so doing, this document will be highlighting the elements that enable the strategic plan to become successful. In this analysis, the particular considerations for planning to be efficient will be discussed. Principles on which the institution is based and which concern the strategy and the priorities looked into will be analyzed in relation to a set of strategic planning skills. The disadvantages experienced in strategic planning of institutions of higher learning will also be mentioned and analyzed, as they will be relevant in this review. Besides, the pros of strategic planning with reference to the plan of the institution will be discussed in various ways. An overall analysis of how an institution can exhibit the balance between the planning and achieving a sustainable quality improvement will also be done. All these analyses will be specific to the Hong Kong polytechnic university in relation to the learnt concepts, strategic planning, and management. Introduction Strategic planning can be defined as a way in which an organization establishes a way forward for its efficient operations. As such, this should be in a given order depending on the context of application. In this case, the application of the plan is in an institution of higher learning. This document, therefore, is focusing on the ways in which an organization can be managed through strategic planning (Gabor, 1990). An analysis of the model of the plan will be done and views as per other professional suggestions given. The review of the main aims of the institution in general in relation to the arrangement of various departments will also be done. It is certain that the organization of reference here is a perpetual institution. Thus, the strategies put in place to ensure its long term existence and operation in line with the objectives will be looked into (Gibson, 1994). In so doing, this document will also reflect on the specific areas in the strategic plan of the Hong Kong polytechnic university that may to some extent hamper the realization of the set objectives and mission. At the same time, the various benefits that can be achieved by the written strategic plan will be looked into in the subsequent sections. Various elements that may hinder the realization of the objectives of the polytechnic university because of pitfalls in the strategic planning will also be addressed. The functions of the leaders will be looked into and their contribution to the overall realization of the set goals discussed. The way in which the relationship between the set strategic plan and sustainable quality improvement with regard to varying conditions will also be looked into in the sections to follow. Strategic Planning Model Strategic planning includes the mission, vision, and values of an organization. These should reflect the reason for existence of the organization, the people impacted by the organization, and the primary function in working as per the mission (Bryson, 1988). The Hong Kong polytechnic university has a vision, motto, mission, and value which in reality concur with each section. In the values, the success is stated as well as performance, productivity, and partnership. All these consider the institution’s reason for existence and the people who are affected by the institution. Their strategic objectives concerning the education sector are aimed at providing quality and the best expertise for the students. Jurinsky (1993) argues that, in students’ development, provision of the best education and grooming must be provided, so that students fit the outside world after school; and the vision of polytechnic university matches this viewpoint. The mission in this case drives the operating principles, which, in turn, torch the right place of the vision. In the process, situational analysis is enabled, so the necessary adjustments can be done. The structure also allows for the making of strategic priorities (Kaplan and Norton, 1996). Operating Principles and Strategic Priorities The main priorities in the strategic planning of Hong Kong polytechnic university include the student development which includes the particular actions and set goals which are geared towards providing the best for the students in the institution. The students have been provided with a global outlook of interests as per the plan that implies they should be capable of exploiting the opportunities and have a well regulated behavior (Keller, 1983). Mechanisms for solving problems have also been provided for; therefore, any reaction to change or adjustment can be dealt with appropriately. The students have also been given the ability to exercise their abilities in various academic and non-academic fields. This enhances competition among the students, and they learn to adapt to the world of competition (Senge, 1990). The other area is the academic strength and research development, which has set objectives. The staff has been included in this section; the recruitment of quality personnel ensures that the research carried out is of quality positive impact to the students (Mc Conkey, 1981). The action plan in this section includes father enhancement of academic staffing that will ensure the more efficient delivery of knowledge to the students. This is in line with the consideration that the students are trained so as to attain leadership positions in the region (Mintzberg, 1994). There is a notable rise in the number of researchers because of the university facilitation. Simmons & Pohl (1994) argue that the plans on how the management can carry out its function and how the management is to be organized are usually essential in strategic planning of any organization. The polytechnic university has given an outline of this in the plan in their strategic area 6. The staff has been planned for the compensation in this section. The workload to be assigned has been put into consideration; the management structure has been indicated to be established in a sustainable manner (Lerner, 1999). Through these steps, the organization is able to monitor the employees; any organization’s performance greatly relies on the performance of the management. Liedtka (1998) argues that knowledge transfer, partnership, and community service are some other areas that the institution has put emphasis on as per the strategic plan. In this sector, the polytechnic university has strategized to enhance the capacity to offer more support to the community through improving knowledge and government participation in the innovation centers by establishing joint innovation centers and proper assessment of knowledge transfer to international standards. Marketing and branding both at local and international levels fall within the set strategies of the university. This enhances the recognition of the university internationally and, therefore, establishes efficient profile that enables its appreciation globally (Hill and Jones, 1992). Finally, there is a strategy of developing the campus to greater heights to accommodate more students and even more branches. The institution put in the strategy that addition of various facilities would ensure the expansion. These are the main priorities as reflected by the strategic plans of the Hong Kong polytechnic university. On a wider view, they concur with the requirement of a strategic planning of an institution of higher learning (Spencer, 1990). Benefits of the Strategic Planning Strategic planning shapes the institution to be productive and determine its own destiny. In this case, the strategic plan of the polytechnic university enables it to become proactive in its undertakings due to the attention given to the trends in education, which may be the major challenge in the execution. Wildavsky (1984) argues that the stakeholders in this case have been included largely in the strategic plan, which is valuable as the institution can expect feedback, and the appropriate measures, therefore, can be taken. Representatives from various departments involved in the strategic plan can make necessary adjustments in the plan. The well selected staff can help in the development of new areas such as the development of a new curriculum. They can primarily serve in the advisory position, which is substantive to the realization of the set mission. A broad decision-making group is in this case ensured. Ways of evaluating the reaction to change in the institution both by the staff and the students have been ensured. This enables efficient management of the introduced changes as may be necessary (Benjamin & Carroll, 1998). Pitfalls of Strategic Planning Strategic planning also has its dark side that may be hazardous for the institution. This may include the underestimation by the institution of the amount needed, time required, and the effort required right from inception. Often, the institution cannot give a fine analysis of the strategic plan. The document is not detailed to the extent that the institution can apply it without difficulties at some points. Making a better plan requires more time and money. Professionals are also required to take part in it. Thus, more skilled efforts are required to ensure an applicable strategic plan (Breneman, 1995). This, however, does not completely nullify the applicability of the documented plan, but it is a lime light to the achievement of a more successful institution. Deliberate planning may be done in any plan. This in most cases may be exhibited in the decision making and focusing on the specific sections within the strategic plan. This may derail the efficiency of the institution’s operation, which comes with the involvement of other stake holders in the strategic planning (Guralnik, 1995). Elements that Enhance the Success of the Strategic Plan The people involved and considered in the strategic plan and decision-making process play a big role in equity assurance. There is the need to balance between the institution, the staff, and the students, so that all sides are considered without neglect. In the strategic plan of the Hong Kong polytechnic university, this has been looked into, so the plan can be said to be a successful one in this particular sector (Gouillart, 1995). The data collection and analysis of the performance should be considered within a good strategic plan. The establishment of complaints airing mechanisms, therefore, may include suggestive indicators of the overall performance as strategized. This calls for reliable data on the current affair, so that the future can easily be determined (Hax & Majluf, 1991). Relationship Between the Planning and Sustainable Quality Improvement Quality, in this case, refers to meeting the targeted points as per the mission, vision, and values. If these are precisely met, there is a need to make further improvements. In case it does not reach the targeted aims, the necessary adjustments must be made so that the institution performs to the required tune. Thus revision of the mission statement may be required in the process of introducing changes. These changes, however, may be done in a progressive manner to realize the gradual reaction in the institution overally. In the planning, therefore, the introduction of change must be provided for every strategy (Hax & Majluf 1996). The budget should in most cases be tied to the plan. This ensures that every department is catered for. In the case of the Hong Kong polytechnic university, the departments have been included and their heads and those of various schools and the major units indicated. The establishment of funds through the budgeting based on this given sections in the institution is possible. The management team must always be given the strategic plan. In the plan of this institution, the various leadership positions have been indicated right from the council to the heads of various units and departments. This enables easy reach of individuals when need arises. As a result, the management and decision making becomes easy and efficient. This, therefore, enhances the planning and sustainable development (Gouillert, 1995). Conclusion On the basis of the above analysis, it is possible to make further improvements of the strategic plan of the Hong Kong polytechnic university. However, the institution has set goals which, according to the strategy, can be achieved. The achievement of these targets needs the inclusion of the stakeholders, making adjustments, and evaluating the performance of the institution constantly. The institution is organized into various units, departments, and schools hence it is possible to make specified direction. The other factors are the priorities in setting the strategic plan which are well set so as to help the institution in goal achievement. References Bryson, J. (1988). Strategic planning for public and nonprofit organizations. San Francisco, SF: Jossey-Bass, Inc. Gabor, A. (1990). The man who discovered quality. New York, NY: Random House. Gibson, J. (1994). Continuous improvement on a tradition of excellence: Lessons from the study tour on total quality in a university setting. Ottawa, ON: The Conference Board of Canada. Jurinski, J. (1993). Strategic planning. Saranac Lake, NY: American Management Association. Kaplan, R., and Norton, D. (1996) Using the balanced scorecard as a strategic management system. 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