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This study aimed to identify the barriers of using and practicing the formal strategic planning in non-profit organizations in the Gaza Strip; to asserting the extent of existence of the formal strategic planning; and to measure the formality of using and practicing strategic planning in non-profit organizations in the Gaza strip, where the researcher uses the written plan for three years at least as a criterion for formality. The researcher used comprehensive survey to (742) non-profit organizations in the Gaza Strip, where the results of the study

were as the following:

1)The majority (647) 97.3% from the non-profit organizations do not have the formal strategic planning (have a written strategic planning for three years at least). 2) There is a positive relationship between using and practicing the formal strategic planning and the personal traits (the top management experiences of the formal strategic planning, and top management individual’s qualification). In addition, there is no relationship between using and practicing the formal strategic planning and Gender. 3) There are significant differences in using and practicing the formal strategic planning attributed to the barriers related to the top management (the knowledge about the formal strategic planning – top management awareness - top management support – top management commitment – no conflict among the top management – no resistance to the formal strategic planning). It is pointed out that the arithmetic mean is 1.48, the relative weight is 29.6%, and the SIG value is .000 < .05. 4) There is a positive relationship between using and practicing formal strategic planning and the barriers related to the resources (existence of the formal strategic planning team - the existence of managers with formal management qualification - the allocated financial resources - the allocated time for the formal strategic planning). It is pointed out that (602) 91% from the sample individuals did not have the resources for the formal strategic planning. 5) There are significant differences in using and practicing the formal strategic planning and the barriers related to the organization (the formal strategic planning culture - adequacy goals to the formal strategic planning). It is pointed out that the arithmetic mean of this aspect clauses is 2.17, the relative weight is 43.35%, and the SIG value is .000 < .5 . 6) The sample individuals who have the formal strategic planning, have implementation barriers (a shortfall in employee capabilities; crises distracted attention from implementation; Unanticipated external problems arose; and External factors impacted on implementation; communication was inadequate; overall goals of strategy are not enough understood by staff). It is pointed out that the arithmetic mean of these aspect clauses is 3.7667, the relative weight is 75.3%, and the SIG value is .000< .05. The study recommended the necessity of starting up with the use of strategic planning as an administrative tool; to provide more training courses for top management on strategic management and planning; to emphasize on the sharing principle when setting strategic plans; allocate adequate resources; focus the energy of the organization on creating an organizational climate that supports strategic planning; accepting strategic planning as its major responsibility; galvanizing organization-wide commitment to the successful implementation of the chosen strategy; and other recommendations .

- 1 -

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Chapter 1

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Strategic planning is one of the most respected and valued management

tools for turning organizational dreams into reality. It is defined as the process by

which organizations determine and establish long-term directions, formulate and

implement strategies to accomplish long-term objectives while taking into

account relevant internal and external environmental variables (Hax & Majluf,

1991). The result of a coherent strategic planning process is a blue print that

defines organizational activities and resource allocation (cash, personnel,

facilities, etc.) required to accomplish organizational strategic objectives (Isaiah,

and Kofi, 2005).

Many successful private and public sector organizations use the strategic

planning process to create and clarify an organization’s vision, mission, guide

organizational decisions about resource allocation to competing priorities, and

strengthen competitive positions. It also helps address and provides answers to

the questions of where an organization is and where it should be, and the

appropriate and effective organizational responses to external and internal

environmental changes. Where it is linked to resource allocation and

performance measurement, it can be a powerful tool for an effective strategic

management of an organization. The overall purpose of strategic planning,

according to Armstrong, is to create and maintain organization-environment

alignment (Armstrong, 1982).

Numerous studies local and externally concerning formal strategic planning in

small firms have been published, (Leanne, 2005; Tim, 2001; Isaiah and Kofi,

2005; Glen and Weera, 1996; Dan, 1999; Moayaid and Fayz, 2002; Sexton and

- 4 -

Van, 1985; Robinson and Pearce, 1984 and others). They found that formal

strategic planning is not widely practiced small firms.

Researchers attributed the lack of using and practicing strategic planning to

following barriers: Lack of managerial strategic skills; and lacked of convenient

management information systems (Majed, 2004). Lack of time; lack of actively

participate in the process (Isaiah and Kofi, 2005). Lack of knowledge; lack of

awareness; lack of desire; and lack of competency (Jeff, 1996). Lacks of the top

management support; and lacks of the top management commitment (Henry,

1994). Perceived changes and resistance within the organizations (Ron, 2005).

Inadequate funding for the strategic planning processes (Bryson & Alston, 1996;

Valentine, 1991); the level of commitment to strategic planning and its

subsequent action plan implementation (Bryson, 1995; Bryson & Alston, 1996;

Romney, 1996); (Grant and Thomas, 2004)

Therefore, this study focus on the main barriers and the formality of

using and practicing strategic planning in non-profit organizations in Gaza Strip.

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The main reason of choosing the subject of the study, is the work of

researcher in the Ministry of Interior for 9 years (1997- 2005) as a manager of

Non-profit Organizations Sector, and his knowledge about the results of the

previous studies that discussed the subject of non-profit organizations especially

formal strategic planning, through the recommendations of those studies. The

researcher attempted to study the main barriers of using and practicing the

formal strategic planning in non profit organizations in Gaza Strip.

- 5 -

1�� 3��

The main question of the study is the following:

What are the barriers of using and practicing the formal strategic planning,

in non-profit organizations in Gaza Strip?

The branches of the main question are:

Question 1:

Does the formal strategic planning exist in non-profit organizations in Gaza Strip? Question 2

Does the top management use the formal strategic planning activities in non-profit organizations in Gaza Strip? Question 3

Does the top management practice the formal strategic planning issues in non-profit organizations in Gaza Strip? Question 4

What is the personal role in the formal strategic planning in non-profit organizations in Gaza Strip? Question 5

Do others involve in the formal strategic planning in non-profit organizations in Gaza Strip?

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First hypothesis:

There is a positive relationship between using and practicing formal strategic

planning and the personal traits (the top management experiences of the

formal strategic planning, the Gender, and individuals qualification) in non-

profit organizations in Gaza Strip.

Second hypothesis:

There are no significant differences in using and practicing the formal

strategic planning attributed to the barriers related to the top management (the

knowledge about the formal strategic planning – the top management

- 6 -

awareness – the top management support - the top management commitment

– the level of conflict among the top management - the top management

resistance to the formal strategic planning) in non-profit organizations in

Gaza Strip.

Third hypothesis There is a positive relationship between using and practicing the formal

strategic planning and the barriers related to the resources (the existence of

the formal strategic planning team - the existence of managers with formal

management qualification - the allocated financial resources - the allocated

time to the formal strategic planning) in non- profit organizations in Gaza

Strip.

Fourth hypothesis There are no significant differences in using and practicing the formal

strategic planning and the barriers related to the organization (the formal

strategic planning culture - adequacy goals to the formal strategic planning)

in non- profit organizations in Gaza Strip.

��The non-profit organizations in Gaza Strip that have the formal strategic

planning have implementation barriers (a shortfall in employee capabilities,

crises distracted attention from implementation, unanticipated external problems

arose; and External factors impacted on implementation, communication was

inadequate, and goals of strategy are not enough understood by staff).

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1. To identify the main barriers of using and practicing the formal strategic

planning in non-profit organizations in Gaza Strip5

- 7 -

2. To measure the formality of using and practicing the formal strategic

planning in non-profit organizations in Gaza Strip.

3. To understand how using and practicing the formal strategic planning

takes place in non-profit organizations in Gaza Strip.

4. Provide recommendations to managers and researchers based on the

conclusions drawn from this study.

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The importance of this study is incarnated in discussing a new tool of

management which is “the barriers of using and practicing the formal strategic

planning “particularly if saying that this tool is largely used in an environment of

all aspects of rapid change. The most significant organizations that need this

tool are non-profit organizations, so they should adopt this desired tool to attain

growth, stability and sustainability for these organizations.

This study and its results will be very useful and a guide for:

It enables non-profit organizations to realize the barriers regarding using

this tool. Therefore, it would be easy to these organizations to use this tool

effectively to overcome these barriers “knowledge, team, resistance….etc “

Since the Ministry of Interior is the main authorized party for registering

and monitoring non-profit organizations, the study will support the ministry

with the main information about the barriers that facing the non-profit

organization regarding the formal strategic planning hoping to contribute in

improving organizations at all aspects and achieving considerable elements of

success. This study significantly helps the authorized ministries to have its role

in monitoring that could enable these organizations to overcome all barriers

regarding this tool. Also, fostering this tool helps in developing the managerial

- 8 -

capabilities of these organizations. The Donors are the most significant element

for supporting non-profit organizations by fund. Hence, this study helps those

Donors to shed the light on the barriers and then starting to provide technical

support like holding training workshops and other related technical means.

Conducting a new study in Gaza Strip, it could help researchers and

interested people to get benefit from this study to improve their studies and

researches. The study will help the society by supporting people with the skills

and the qualifications of the top management in non profit organizations. This

will contribute in creating a new generation of qualified mangers, in addition to

provide the society with all aspects of knowledge, skills and qualifications.

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1. This study considers exploratory study to the barriers of using and

practicing the formal strategic planning in non-profit organizations

in Gaza Strip.

2. The study contained the formal strategic planning barriers at the

non-profit organizations in Gaze Strip only because of the

difficulty to reach the non-profit organizations in the West Bank.

3. The study restricted on the non-profit organizations registered by

one year at least because the study needs a strategic plan written at

least one year before.

4. The study contained the main barriers for using and practicing the

formal strategic planning for the high departments' individuals for

those organizations and didn't contain the exterior barriers and the

ones in the external environment like political barriers and others.

- 9 -

5. The study did not include the non-profit organizations registered in

the Palestinian Liberation Organization like Women’s Union and

others organizations.

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This study consists of eight sections as the following:

Chapter 1 Theoretical framework of the study. Chapter 2 Previous Studies. Chapter 3 The strategic planning subject. Chapter 4 Main barriers of using and practicing the formal strategic

planning. Chapter 5 Non-profit organizations. Chapter 6 Methodology of the study. Chapter 7 Data analysis; interpretation; discussion of questions and

hypothesis testing. Chapter 8 Study results and recommendations.

�� 3�

Barrier: A bar, fence, or wall that prevents people, traffic, or other things

from going past it. Anything that prevents you from communicating properly

with someone else, as language barrier (Muner, 2002).

The Formal Strategic Planning within small firms is frequently associated

with a process whereby the owner-manager(s) of the firm systematically attempt

to examine their business environment and establish a framework and direction

for future activities. Several elements encompass such a process. The first of

these is the preparation of a mission statement, examination of the current

situation facing the business and forecasting future growth. The establishment of

objectives and strategies to meet them follows this. These elements must then be

- 10 -

documented for internal and external stakeholders and a monitoring-evaluation

process established (Linder and Vick, 1984).

Non-profit Organization: The association that registers according to the

(Palestinian law number 1-2000); the society that registers according to special

law established in the Official Journal, a company that does not aim for profit

register according to the (Palestinian law no. 18–1929); and non-governmental

Palestinian universities.

The top management: It includes the chief executive officer, heads of

strategic business units, line and functional vice-presidents and, to some extent,

members of the board of directors. It constitutes the leadership of an organization

that is, in turn, responsible for the strategic direction and survival of an

organization, (Karma, 2000).

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- 11 -

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Chapter 2 �

Previous Studies

- 12 -

Chapter 2

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PREVIOUS STUDIES

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1. El- Ashqer, (2006)

The title of the study was the Reality of Strategic Planning in the

Nongovernmental Organizations in Gaza Strip. The sample of the study was

133 non- profit organization in Gaza Strip. The purposes of the study were as

the following: 1) This study aimed to identify the reality of strategic planning in

the nongovernmental organizations in Gaza Strip, through exploring the extent to

which the directors of those organizations are aware of the scientific concept, the

extent to which they practice and apply this concept. 2) The study also aimed to

identify the obstacles that might face the strategic planning from the directors’

point of view, and identify if there were statistical differences in the clarity of

strategic planning concept due to some organizational and personal

characteristics. 3) To identify if there were statistical differences about the

obstacles due to the same organizational and personal characteristics. The results

of the study were as the following: 1) The results showed that %66.7 from the

NGO’s directors have an understanding of the concept of strategic planning. 2)

They tend to practice it; the mean score for the practice question was 3.62. The

study also showed that those directors don’t view the obstacles stated in the

questionnaires as factors hindering the strategic planning process, whereas, some

pointed out other obstacles such as changing the staff frequently, lack of

facilities and support from the Palestinian Authority. 3) The study also showed

that there were no statistical differences in the clarity of strategic planning

concept due to the personal characteristics of the director (gender, age,

qualification, years of experience) or the organizational characteristics (the

number of volunteers, the number of permanent staff), where there were

statistical differences between the directors due to the organizational variable

- 14 -

(age of the NGO. 4) The study also showed no statistical differences between the

directors about the obstacles due to the personal characteristics (gender, age,

years of experience) or due to the organizational characteristics (age of the NGO,

number of volunteers and number of permanent staff) , whereas, there were

statistical differences related to the qualification of the director. The study also

showed no statistical relationship between the clarity of the strategic planning

concept and the level of practice to this concept.

2. Attalla, (2005)

The aim of this study which was conducted on the Construction

Sector in Gaza Strip was to explore the reality of the strategic planning in the

construction companies in light of the clarity of its scientific concept, its

significance, the degree of implementation and use, also the participation

involvement in setting strategic plans and ability to adapt with their internal and

external changing environment to be considered. This study relied mainly on

both the analytical descriptive and field study methods, where a special

questionnaire was designed and distributed on a sample of (200) construction

company, therefore, a full comprehensive survey was adapted. A (150)

questionnaire out of (200) were retrieved excluding the (28) questionnaire of the

pilot study and were processed and analyzed by using the SPSS software

application “for the Statistical Package for the Social Sciences”, including

(Frequencies, Percentile Values, Means, Person correlation and One-Way

ANOVA. The outcomes of the study showed that: 1) 64.5% of the

construction companies’ managers do not realize the whole scientific concept of

strategic planning, but have a positive opinion towards the advantages. In

addition, the various uses of available resources also indicate the same. 2) The

hypothesis tests results showed that there is no significant indication between:

- 15 -

the concept, importance, uses of strategic planning and the control of the

management over the available recourses, due to some personal and

organizational variables, at a 0.05, exept for some elements. Also, there is no

significant indication between: the concept of strategic planning and its use, and

a significant indication between the uses of strategic planning and realization of

its importance, and between the companies’ ability to adapt with their internal

and external changing environment, and achievement of the dialog between the

difference administrative levels, and between control of the management on the

available recourses. All these relations were found of significant relationship

towards strategic planning.

3. El-Fara, (2004)

The title of the study: analyzed the characteristics of strategic

management practices from Palestinian managers point view in the plastic

industrial establishment in Gaza Strip. The purpose of the study was to analyze

the characteristics of strategic management practices from Palestinian managers

point view in the plastic industrial establishment in Gaza Strip. The sample of

the study was the plastic industrial establishment in Gaza Strip. The results of

the study were as the following: 1) That the tactical managerial practices

dominated strategic ones. 2) In addition, the study revealed that, there was a

positive relationship between strategic management practices from one side and

education level and experience of managers from the other. 3) Furthermore, the

study proved positive relationship between strategic management practices and

the establishment size. 4) The Palestinian managers lacked a comprehensive

vision towards future, lack of managerial strategic skills and lack of convenient

management information systems.

- 16 -

4. Abu Ma'ammer, (2002)

The study was entitled "strategic planning for human resources as an

introduction to elevating efficiency and effectiveness of private industrial

organizations in Gaza Strip. The study apparently was concerned with the

adopted approach in appointing the plan of human resources in the private

industrial organizations in Gaza Strip beside surveying and analyzing factors of

internal and external environment. The researcher reached a set of outputs that

were headed by the absence of strategic planning for human resources in the

private industrial organizations in Gaza Strip. Moreover, there was mixing

between planning concepts in these organizations additionally to nonexistence of

coordination and connection between general strategy and human resources

strategy.

5. Al–Salim and Al–Najjar, (2002)

The title of this study was the relationship between legibility of the

strategic planning concept and the level of its implementation in small industrial

organization “A field study in Irbid Governorate ". The study aims to explore

the strategic planning situation in small industrial organizations on the basis of

its legibility and implementation. In addition, it tries to shed light on those

personal and organizational factors affecting this legibility and application. A

specially designed questionnaire was distributed on a random sample of (96)

managers, representing (96) organizations, out of a population of (327) small

industrial organizations in Irbid Governorate. The results of the study

indicated that: 1) Only (37.5%) of the managers under study had clear

understanding of the scientific concept of strategic planning. 2) The small

industrial organizations under study did not actually exercise strategic planning

in its complete form. 3) Significant relationship at (P-<0.05) is found between

managers level education and legible strategic planning concept. 4) Significant

- 17 -

relationship at (P-<0.05) is found between the type of industry, lawful form of

the organization, and the legibility level of strategic planning concept that

managers have. 5) The results showed significant differences at (P-<0.05) among

all the stages of the strategic planning implementation. Moreover, the results

were in favor of those organizations, which have a legible concept of strategic

planning. 6) Finally, in light of these conclusions, the study presents a number of

recommendations in order to improve the strategic planning in these

organizations.

6. El-Ghazaly, (2000)

It was entitled "Strategic Planning in Jordanian Public Institutions":

Field study regarding top management The study aimed at attaining the

awareness extent of top management in the Jordanian public institutions about

strategic planning, its practicing additionally to attaining the level of

participating in setting strategic planning and the factors that should be taken

into account when putting plans and managers' attitudes towards merits of

strategic planning. Eventually, the study reached to the following outputs: 1)

57.3% of the managers of top management in the Jordanian public institutions

have considerable understanding and awareness about strategic planning concept

while 42.7% are of unclear vision regarding the concept. 2) The Jordanian

public institutions practice strategic planning with an average where the

arithmetic mean for these program clauses is 3.39. 3) There are no differences of

statistical indications among organizational factors (volume of organization, its

age, and nature of its work) and obviousness strategic planning concept. 4) There

is a positive relationship of a statistical indication between the volume of the

organization incarnated in its employees and the level of practicing strategic

planning.

- 18 -

��

7. Robinson, (2005)

The title: Overcoming Barriers to Strategic Planning. The purpose of

this article is to outline a few of the common barriers organizations face in

moving forward with strategic planning and a few ideas on how to overcome

them. The results were: The barriers to undertaking planning can be

summarized as the following: 1) The process is a time and money consuming.

2) They merely concerned with day-to-day work"… they do not have enough

time. 3) Planning is of no value to them. 4) They lack the knowledge regarding

strategic planning. 5) They do not have the culture of strategic planning. 6) Most

of the barriers to planning are a result of potential or perceived changes and

resistance within the organization. 7) Process is the inherent glue that ties the

current systems, people, and structure together. Consequently, any change in

strategy could potentially have a significant impact on the processes. 8) Soft

issues” structure” is those areas of concern that we all have from time to time but

rarely speak of, especially to our boss. If we are going to be successful in

overcoming the barriers to strategic planning, we need to be aware of these soft

issues. 9) Those that had a negative experience with strategic planning are

naturally biased against planning. 10) Organizational problems are raised in the

planning process and consequently want to put off planning until the issue is

resolved.

8. Isaiah and Kofi, (2005)

The title: The Practice and Use of Strategic Planning Systems in Public

Transit Organizations. The sample: 150 of transit systems. The purpose of this

study was to investigate the practice and use of strategic planning systems in

public transit organizations, and to determine the extent to which the practice and

- 19 -

use of strategic planning comply with the characteristics of a well-designed and

an effective strategic planning system as established in the strategic planning

literature. The results can be summarized as the following: 1) An area of

significant concern is the strategic planning process………... First, there appears

to be no detailed action plans at the end of the process to support each major

transportation delivery strategy. Secondly, the various planning activities are not

consolidated into a written organization-wide plan. 2) Top managers will need to

spend more time in the strategic planning process and encourage their unit

managers to actively participate in the process.

9. Leanne Powers (2005)

The title: Strategic planning practices in small firms. The sample:

Twelve interviews with leaders of small organizations. The objectives of this

study were: 1) To understand how strategic planning takes place in small

businesses. 2) To identify current aids and/or obstacles related to the process of

strategy development and implementation. 3) To identify problems and

opportunities related to skills-based strategy in small business environments. The

results were as the following: 1) Formal strategic planning is not widely

practiced among small firms. 2) In firms that were found to engage in formal

strategic planning behavior, the process was often externally imposed by

accreditation bodies, or was a requirement to secure investment capital. 3)

Informal planning behavior, or strategic thinking, was observed among many of

the survey participants, suggesting that these organizational leaders may tend to

view the planning process as either too complicated or irrelevant to their

environments. 4) Two factors were found to have substantial impact on

observed planning behavior in the surveyed firms: a) The leaders' involvement in

day-to-day operational activities, especially where they related to the delivery of

- 20 -

the firms' product or service. b) External influences such as needs for investment

capital or regulation by outside agencies. 5) No relationship could be established

between observed planning behavior and the organization leaders' personal

educational background.

10. Susan Stefan, (2005)

The title of the study was Barriers and Strategies for Successful EHR

Implementation. The purpose of the study was to discuss Barriers and Strategies

for Successful EHR Implementation. The result of the study was: These

barriers can be broadly categorized as: 1) People barriers, organizational

barriers, financial barriers and technology barriers. A major people barrier is

resistance to changing work, roles and relationships. In order to overcome this

barrier, healthcare executives must communicate value to clinicians early and

often and support flexible, ongoing training. 2) Major organizational barriers

include cultures that are inflexible, authoritative and riddled with inefficient

workflows. Strategies to address these organizational barriers include promoting

a culture of collaboration, trust and strong leadership and supporting workflow

redesign. 3) Financial barriers include the high cost of system implementation

coupled with uncertain ROI. Accelerating implementation time and ensuring

adoption can lower the high cost of system implementation. Clear identification

of goals and collection of baseline and post implementation data will provide

evidence of ROI. 4) Finally, technology barriers include the lack of standards,

inadequate vendor support and poor system design. Healthcare executives need

to select vendor partners who offer expert knowledge, value and a customized

approach.

- 21 -

11. Richard McKnight, (2005)

The title of the study was HR’s Role in Strategy Implementation:

Leading the Human Side of Change. The purpose of the study was: to discuss

common barriers to strategy implementation. The results of the study can be

summarized as the following: 1) The lack of coordination and alignment among

top executives. 2) Employees in the organization don’t understand the strategy.

3) Insufficient changes at the work unit level. 4) Insufficient cross-functional

collaboration. 5) No measurement system in place. 6) Strategy implementation is

a process of overcoming barriers to change and resistance.

12. Grant and Thomases, (2004)

The title: Definitions, benefits, and barriers of K-12 educational

strategic planning, The sample: The authors analyzed 66 books, 29 journal

articles, 28 research presentations from national conferences and the ERIC data

base, 6 doctoral dissertations and several miscellaneous sources completed the

data pool. The objective of this study was to focus on the issues related to K-12

strategic planning. The results which related to the barriers of strategic

planning were as the following: 1) Inadequate funding for the strategic

planning processes (Bryson & Alston, 1996; Valentine, 1991). 2) The level of

commitment to strategic planning and its subsequent action plan implementation

(Bryson, 1995; Bryson & Alston, 1996; Romney, 1996). 3) Inflexibility was

cited as another potential drawback of strategic planning. 4) Other hazards

associated with educational strategic planning dealt with participation issues

(Brown, 1996; Stone, 1987), bureaucracy replacement, and change denial

(Strategic Planning Roundtable, 1993).

- 22 -

13. Steven, Stephen and Jennifer, (2004)

The title of the study was: The role of strategic planning in the

performance of small, professional service firms. The sample of the study was

survey of small regional professional firms in New South Wales, Australia.

Approximately 1,700 regional professional firms were identified using a

commercial database. A total of 127 questionnaires were returned. The purposes

of the study were to investigate relationships between firm performance and

aspects of strategic planning. Constructs measuring vision, mission, latent

abilities, competitor orientation and market orientation are identified using

exploratory factor analysis and respondents categorized as non-planners,

informal planners, formal planners and sophisticated planners. The results and

important points of the study can be summarized as the following: 1) 68 per

cent maintained that their firm had a mission, but only 35 per cent had written

the mission down. 2) Clayton (1996) the lack of a strategic business plans in

small businesses because people in the firm do not know where the business is

going or how it is going to get there. 3) Robinson et al. (1986) managers

overwhelmingly accorded greater importance to operational planning than

strategic planning, more than 85 per cent of the sample did not undertake

strategic planning; rather, strategic decisions had to be made at crucial times.

These crucial times were referred to as "strategic windows" and once a strategic

window is closed, day-to-day performance until the opening of the next window

is primarily driven by operational planning. 4) (Kelmer and Noy, 1990) they

concluded that most firms were seen to perform strategic activities on an ad hoc

basis, with little evidence of formal written plans from which to analyze the

results of performance. 5) In a further Australian study of strategic planning in

small enterprises in Queensland, (Glen and Weerawardena, 1996) claim that

there is an absence of theory or a consistent body of knowledge pertaining to

- 23 -

small firm strategic planning. They came to the conclusion that the majority of

small firms do not engage in strategic planning. 6) (Robinson and Pearce, 1983)

also maintained that it is the process of providing written documentation that

determines the level of formality.

14. Jacklyn, (2003)

The title: Big Results, SMALL Resources, How organizations with

limited funds and staff can plan big — strategically and successfully. The

purpose of this article was to discuss how organizations with limited funds and

staff can plan big strategically and successfully, and what are the main reasons

that a small non-profit organization that has not done strategic planning? The

results of the study were as the following: 1) We need more time because we

are already too busy. 2) We need more money to do all that work. 3) We need

more people to write it up. 4) We don’t know how to do the planning and so we

need someone who can show us how. 5) All of the above.

15. Nicholas and Abby, (2002)

The title: Effective Strategic Planning in small and medium–sized firms.

The sample consisted of 1000 small and medium–sized manufacturing firms.

The objectives of this study were: 1) Certain the extent of strategic planning in

SMEs. 2) To examine the use of formal strategic planning processes. 3) Identify

the barriers to strategy deployment. 4) Compare the strength of the barriers to

deployment in subsidiary and independently firms. The results were as the

following: Strategic deployment barriers: Internal: 1) Communication was

inadequate. 2) Implementation took longer than anticipated. 3) A shortfall in

employee capabilities. 4) Overall goals of strategy not well enough understood

by staff. 5) Co-ordination of implementation not effective enough. External: 1)

- 24 -

Crises distracted attention from implementation. 2) Unanticipated external

problems arose. 3) External factors impacted on implementation.

16. Mazzarol, (2002)

Title of the study was Planning and Growth Characteristics of Small

Business Owner-Managers. The sample of the study was small firms (e.g. those

with less than 250 employees). The purpose of the study was examined the

strategic thought and planning orientation of small business owner-managers

engaged in growing firms. In the study, main points related to the strategic

planning can be summarized as the following: 1) Formal business planning

within small firms (e.g. those with less than 250 employees) is frequently

associated with a process whereby the owner-manager(s) of the firm

systematically attempt to examine their business environment and establish a

framework and direction for future activities. 2) Several elements encompass

such a process. The first of these is the preparation of a mission statement,

examination of the current situation facing the business and forecasts for future

growth. The establishment of objectives and strategies to meet them follows this.

These elements must then be documented for internal and external stakeholders

and a monitoring-evaluation process established (Linder and Vick, 1984). 3)

Also of importance are the entrepreneur’s own personal objectives and the ability

to learn from any past successes or mistakes (Howard and Emery, 1985). 4)

Finding the best fit between mission, opportunities and firm capabilities is

frequently a major challenge for small business owner-managers (Bryan, 1998).

5) External consultants such as accountants or business ad visors can assist

effective business planning within small firms, but it is the owner-manager who

must take ultimate responsibility for the plan and its implementation (Bracker

and Pearson, 1985). 6) Small business owner-managers have been found to have

- 25 -

a less sophisticated approach to formal business planning than their counterparts

in larger firms. This is generally related to a lower level of systematic data

gathering or statistical analysis. 7) However, owner-managers are strategically

aware and realize the consequences of their decision (Rice, 1983). 8) The lack of

formal business planning has been attributed to the high failure rate among small

firms, particularly among start-ups (Castrogiovanni, 1996).

17. Mazzarol, (2001)

The title: Do formal business use plans really?-A survey of

small business owners in Australia. The sample: 500 small firms

throughout Australia were identified and all were approached via letter

seeking their willingness to participate in their research. The objective of

this study was to examine the findings of a survey of small business

owners in Australia, their use of formal business planning and its

relationship to business performance. The results can be summarized as

the following: 1) Possession of formal business plans is difficult to relate

to small business characteristics with the exception of size. 2) It is unlikely

that the possession of a written business plan will – by itself – cause harm,

but it is also unlikely to be essential to success, at least in the very small

firm.

18. Victor, (2001):

The title: Fatal Flaws in Strategic Planning. The objective of the study

was: Why is the strategy formulated? Can’t it be translated into action and

implemented successfully? The results serving my own study can be

summarized as the following: Many managers face the same frustrations

and complaints: 1) They don't know how to implement the strategy on a day-to-

day basis. 2) The executive team has done a fine job in formulating the strategy,

- 26 -

but they don't seem willing to work together to make it happen. 3) They don't

know which areas they really need to focus on to achieve competitive advantage.

4) They don't know which measures to use to gauge their success in

implementing the strategy. Five Barriers to Success: 1) No common

understanding of the strategy. 2) Lack of strategic alignment at every level. 3)

Misallocation of resources. 4) Insufficient measures. 5) Too-frequent strategic

changes.

19. David, (2001)

Title of the study was: Why Strategic Planning Doesn’t Work. The results

serving my own study can be summarized as the following: 1) Poor

Preparation for Planning. 2) Nonalignment between Overall Firm Goals and

Individual Practice. 3) Belief That the Ordinary Course of Business Is Sufficient

to Get a Strategic Plan Implemented. 4) Weak Leadership and No

Accountability. 5) Incomplete Set of Measures.

20. Upton, Teal, and Felan, (2001)

The title of the study was: Strategic and Business Planning Practices of

Fast Growth Family Firms. The purposes of the study were as the following:

1) Presents the business and strategic planning practices of fast-growth family

firms. 2) Examine the role of the board of directors in the development,

implementation, and communication of the plan. The results serving my own

study can be summarized as the following: 1) Of the 65 fast-growth family

firms surveyed, the majority prepares written formal plans. The business plans

are in sufficient detail to enable the business to tie planning to actual

performance and to adjust management compensation accordingly. The majority

of the firms regularly share information with employees regarding comparisons

between actual company performance results and goals or planned performance.

- 27 -

2) Further, the majority of the firms describe their business strategy as a high

quality producer strategy rather than as a low-cost or time-based strategy. 3)

However, research on the business and strategic planning practices of family

firms is sparse (Rue and Ibrahim 1995, 1996; Wortman 1994). Other points in

the study related to the strategic planning were as the following: 1) Available

research suggests that while family firms should perform strategic and business

planning, most do not (Brown 1995; Rue and Ibrahim 1996; Silverzweig and

D'Agostino 1995; Ward 1987). 2) Greenwald and Associates (1993), in a

national survey of 614 family businesses, found that 58 percent of those

businesses had no written business plan. 3) In a 1997 survey of 3,033 family

businesses, Arthur Andersen/Mass Mutal discovered that 69 percent had no

written strategic plan. 4) On the other hand, (Rue and Ibrahim, 1996) noted that

family firms in Georgia engage in more planning than previously thought, with

over half of their sample reporting written long-range plans, and 97 percent

reporting some specific plans related to growth.

21. Loretta and Stella, (1993-2001)

The title of the study was: Stakeholders and Strategic Planning:

experiences of an Australian non-profit organization 1993-2001. The purpose of

the study was to discuss stakeholder theory, and then the experiences of an

Australian non-profit organization as it attempted to develop a strategic plan.

The results of the study were as the following: We investigated the issue of

strategic planning in small, community non-profit organizations. We sought to

determine the reasons for the failure of such planning processes. From the case

we learned that: 1) If the process is to be successful, the board and the CEO must

be united. 2) The CEO needs to ensure the cooperation of all staff. 3)

Stakeholders in non-profits are a diverse group and all with legitimate needs

- 28 -

must be considered in a strategic planning process. 4) Powerful stakeholders and

those with urgent needs must be involved. 5) The demands of a powerful major

funding body can act as a unifying force, but not if they are at the expense of the

organization's basic values. 6) Strategic planning under duress is unlikely to

succeed. 7) All participants need to understand their responsibility to represent

their particular stakeholders and to support the implementation activities. 8)

Beware the founders. Opposition can come from unexpected quarters. 9) The

event can be a skillful communication and engagement vehicle for diverse

stakeholders. 10) While it is ideal to involve as many stakeholders as possible

the time involved, and the cost to the organization, may be prohibitive. 11) Non-

profit organizations are likely to continue with strategic planning events with

funding bodies requiring documented strategic plans as evidence of good

management. Strategic planning took many years to move from the private and

government sectors. It may take many more years for a suitable model of

planning to evolve that can be appropriated by the non-profit sector. Any

adaptation of new ideas would need to meet the need of all stakeholders.

Meanwhile, a successful strategic planning event can be a useful managerial

technique for non-profit organizations. 12) Under pressure from declining

government support and increased competition, many non-profit organizations in

Australia have tried to incorporate strategic planning processes. 13) While their

goals are frequently amorphous, and measures of performance difficult to define,

the many stakeholders who may be involved cause the major problems. 14) Non-

profits need to carefully consider the rewards and pitfalls of strategic planning

before embarking on the process.

- 29 -

22. Planning for change (2000)

The title of this study was: Planning for change: Strategic planning for

non-profit groups. The purpose of this study was: to discuss strategic planning

for non-profit groups. The main points serving my study can be summarized

as the following: What are the Barriers to Planning? 1) Time (too many

urgent needs). 2) Resources (money, skill). 3) Commitment identifies benefits

and concerns. 4) Planning group (lack of diversity). 5) Change (fear of). 6)

Shared vision and values (lack of). 7) Shared vision and values (lack of). 8)

Knowledge view resource materials.

23. Deva Industries (2000)

The title of the study was: The PEO's Family of Plans. The purpose of

this article was to discuss the family of plans concept. The main points serving

my study can be summarized as the following: 1) Strategic planning is not

existent owing to the shortage of time and the absence of belief about its value.

2) A recent Wall Street Journal article expressed concern over the lack of small

business planning in a sample of more than 500. Only 13 percent had a written

annual budget, just 14 percent had a written annual plan and only 12 percent had

a written long-range plan. In sum, nearly 60 percent of the businesses had no

plan on paper.

24. Michael and Russell, (2000)

The title of the study was: The silent killers of strategy implementation

and learning. The purpose of this article was to discuss the silent killers of

strategy implementation and learning. The results were as the following: There

are six deep-seated barriers to strategy implementation and organizational

learning� 1) The first barrier is a top-down or laissez-faire senior management

style. Unclear strategy and conflicting priorities. 2) An ineffective senior team.

- 30 -

3) Poor vertical communication. 4) Poor coordination across functions,

businesses or borders. 5) Inadequate down-the-line leadership skills and

development.

25. Group Winter, (1999-2000)

The title of the study was strategic planning and program planning for

non- profit Group Winter 99/00. The purpose of this article was to discuss the

value of planning: What is planning? ; What is strategic planning? ; Why plan? ;

What are some of the limitations to planning? ; What are the barriers to

planning? The results were as the following: The Barriers of Planning: 1)

Time (too many urgent needs). 2) Resources (money, skill). 3) Commitment. 4)

Planning group (lack of diversity). 5) Change (fear of). 6) Shared vision and

values (lack of). 7) Knowledge.

26. Dan Morse, (1999)

The title of the study was: Many Small Businesses Don't Devote Time

To Planning. The sample of the study was: more than 500 small businesses. The

purpose of this article was to discuss why Many Small Businesses Don’t

Devote Time to Planning". The results were as the following: 1) Only 13

percent had a written annual budget. 2) Just 14 percent had a written annual plan.

3) And only 12 percent had a written long-range plan. 4) In sum, nearly 60

percent of the businesses had no plan on paper.

27. Norton and Kaplan (1998)

The title of the study was: Why Do Strategic Plans Fail? The purpose of

the study was to discuss the barriers to strategic implementation. The results of

the study were as the following: According to the Balanced Scorecard

Collaborative, there are four barriers to strategic implementation: 1) Vision

Barrier: No one in the organization understands the strategies of the

- 31 -

organization. 2) People Barrier: Most people have objectives that are not linked

to the strategy of the organization. 3) Resource Barrier: Time, energy, and

money are not allocated to those things that are critical to the organization. For

example, budgets are not linked to strategy, resulting in wasted resources. 4)

Management Barrier: Management spends too little time on strategy and too

much time on short-term tactical decision-making.

28. Kriemadis, (1997)

The title of the study was Strategic planning in higher education athletic

departments. The primary purposes of this study were as the following: 1) To

determine the extent to which the strategic planning process was being used in

NCAA Division I-A athletic departments. 2) To identify the key factors that

discourage the above mentioned departments from engaging in strategic planning

activities. 3) to develop and recommend a generic strategic planning process

model, which could be implemented by the athletic departments. 4) To examine

the relationships between the extent of strategic planning used by the athletic

departments and these selected variables: type of the university (private versus

public), university size, and background of athletic directors. The results of the

study were as the following: 1) The response rate was 72 per cent. Findings of

this study were as follows: 33 (43.4 per cent) of the athletic departments were

classified as strategic planners. 2) Insufficient financial resources and time were

the factors that highly discouraged the athletic departments from engaging in

strategic planning. 3) A strategic planning process model was developed and an

analysis of its several components was presented. 4) The extent of strategic

planning used by the athletic departments was not related to the type of

university, university size, and the background of athletic directors.

- 32 -

29. Willie and Shirley, (1997)

The title of the study was: Strategic planning – financial performance

relationships in banks: a causal examination. The main points serving my own

study related to managerial capabilities can be summarized as the

following: 1) (Higgins and Vincze, 1993): In support of this assertion, (Steiner,

1979) suggested that firms do not engage heavily in the strategic planning

process because their managers do not know what makes the process operate. 2)

Generally, the reason strategic planning is not carried out with much intensity in

some firms is because managers in these firms do not fully understand or have

little experience in strategic planning methods. Such a view is supported by

several studies (Ring- bakk, 1971; Steiner, 1969; Taylor, 1975), which are in

agreement that, in those firms where managers are not knowledgeable about or

skilled in each step of the strategic planning process.

30. Philip Olson, (1997)

The title of this study was: Export Planning and Performance: An

Organizational, Culture Perspective on Small Firms. The purpose of this study

was: To examine hypothesized relationships among small firms' cultural values

pertaining to formal planning, their practices implementing those values, and

their export performance. Sample results were as the following: 1) Including

those which indicate that significant relationships exist between export planning

values and practices, and between the planning practice of using advisors and

export performance. 2) Results indicate that better export performance (higher

export intensity) exists for small firms with leaders who support (value) being

formal with export planning than for small firms with leaders who do not support

this position.

- 33 -

31. Jeff Hiatt, (1996)

The title of the study was: Vision and Strategic Plans: Who needs them?

The objective of the study was: to discuss the Barriers to having a vision and

strategic plan. The results were as the following: Barriers to having a vision

and strategic plan: 1) Awareness: In many cases awareness is a key issue.

Work goes on day-by-day, and the urgent and pressing needs of today's problems

can be totaling absorbing. Isn't it enough to just deal with the problems right in

front of us, and take each day one at a time? Probably not. In fact, it may be the

absence of a vision and plan that cause your organization to be so reactive, and

spend a lot of time fire-fighting rather than proactively meeting the needs of your

customers. 2) Desire: The second barrier to having a vision and strategic plan is

the lack of desire to create one. Such a lack of motivation to do this work can

come from lack of experience on how effective visions and plans can drive and

energize an organization, or from previous experiences with weak "vision"

exercises that have been unproductive. Motivation is a difficult barrier to

overcome. Motivation can stem from attraction -- pulling others towards an

approach or management practice like visioning and strategic planning, or from

avoidance of pain -- the need is driven out of major business failure or potential

failure, either personally or as an organization. More often than not the latter is

the driver. However, given the changing roles of managers to become both

coaches and leaders, the critical leadership issue is how to lead from a position of

strength based on a view of the future, and a plan for getting your organization

there. 3) Knowledge: For teams that have the awareness that a vision and plan

are absent and have the desire to create them, the next barrier is the know-how.

What do you do first? Do you need a team? How do you select the team and who

are the right players? How do I recognize a strong vision and strategic plan form

a weak one? How do you gain executive sponsorship? How do you communicate

- 34 -

to other employees about what you are doing such that they feel engaged and

knowledgeable? How do you ensure alignment with customers and the direction

for the business? Gaining this knowledge will be critical for your success in

creating and sustaining your vision and plan. 4) Competency to Act: If the three

elements above are met - awareness, desire and knowledge - Does the team have

the ability to act on this knowledge to create a vision and strategic plan. It is one

thing to know the theory - and quite another to act on that theory to produce

results. Consider sporting events. You may know how to play, but playing well

and knowing how to play are not the same. Practice is a key requirement, and

even with practice some play better than others. With the vision and planning

process, the same is true. The team needs to have the competency to create a

successful vision and strategic plan. This competency should be factored in when

selecting your team and engaging consultants.

32. Henry Mintzberg, (1994)

The title of the study was: Rethinking strategic planning pitfalls and

fallacies. The objective of the article was to discuss Strategic Planning Pitfalls

and Fallacies plan. The results of the article were as the following: The

pitfalls and fallacies are: 1) Lacks of top management support. (6 of 10 pitfalls

point in Stinner’s study) mentioned below. 2) Organizational climates.

33. Daniel, Travis and Jann, (1993)

The title of the study was: Strategic Planning Tactics for Shared

Governance. The objective of this study was to discuss strategic planning in

higher education. The results were as the following: Obstacles to Strategic

Planning : 1) (Lindquist,1978): Observed that change in higher education

institutions is usually forced by external pressure rather than anticipated by

- 35 -

internal planning. 2) Resistance often arises because self-evaluation can imply

dissatisfaction with the status quo. 3) Some employees will oppose planning

altogether because of the lack of an immediate payoff. 4) Planning may be

considered a time-consuming process with few immediate recognizable rewards.

5) Employees may resist self-evaluation because it is difficult and unsettling to

analyze a shifting environment; they may be apprehensive of the unknown. 6)

Presidential involvement is imperative to the success of the planning effort. If

top-level leadership is not apparent, planning and decision making will not be

effective. 7) Additionally, planners must seek campus-wide participation and

support. The literature is replete with examples of good plans gone astray

because all constituencies were not involved (DuRapau & Okeafor, 1990). 8) Yet

another barrier to successful strategic planning involves an overabundance of

data. 9) Strategic planning is a useful tool, but it is not a panacea for all

institutional problems. It does not create strength where there is none. It does not

overcome resistance to change. According to (Goodstein, et al., 1992), the

strategic planning process will often prompt resistance.

34. Lyles, Baird, Orris, and Kuratko, (1993)

The title of the study was: Formalized planning in small business. The

sample of the study was 188 small firm owners. The purpose of the study

was to discuss formalized planning in small business. The result of the study

was: 71 out of 188 small firm owners had planning processes that included a

written plan for at least three years into the future.

35. Naffziger and Kuratko, (1991)

The title of the study was: An investigation into the prevalence of

planning in small business. The sample of the study was 115 small business

- 36 -

owners. The purpose of the study was to investigate the prevalence of planning

in small business. The result of the study was: 96 out of 115 small business

owners formally set aside time to plan and, as part of the planning process, these

owners set goals in areas such as sales and sales growth, profit, and internal

studies.

36. Parks, Olson and Bokor, (1991)

The title of the study was: Don't mistake business plans for planning (It

may be dangerous to your financial health). The sample of the study was: A

survey of 120 INC. 500 firms. The result of this study was: Only 17.5% had a

complete written plan, 32.5% had a partial plan, and 50% had no written plan at

start-up.

37. Peter Fleming – OMAF, (1989)

The title of the study was Gaining Commitment to Strategic Planning. The

purpose of the study was to discuss the strategic planning. The results of the

study were as the following: 1) When strategic planning, an organization

should emphasize team planning. By involving those affected by the plan, we

build an organization-wide understanding and commitment to the strategic plan

(participants acquire an "ownership" of it). 2) Strategic planning requires a

significant investment of time and energy. 3) Organizations will also have to

overcome barriers raised by comments such as: "lacks of time”, “things are

changing too fast", "we're doing OK now", etc. A visible commitment from top

leadership is required for effective strategic planning.

- 37 -

38. Posner, (1985)

The title of the study was: Real Entrepreneurs don’t Plan. The objective

of this article was to know the real entrepreneurs do not plan. The results were

as the following: The entrepreneurs do not plan because: 1) Lack of

knowledge. 2) Lack of confidence. 3) Lack of skills.

39. Van and Sexton, (1985)

The title of the study was: A longitudinal study of small business strategic

planning. The sample was: 357 small companies in Texas. The objectives of the

study were: Authors classified 357 Texas small businesses according to the

degree of strategic planning they exhibited. Interviews were conducted with the

owners or chief executives of each firm. The firms were classified according to

five levels of planning. The results reported in this article are derived from a

follow-up longitudinal study as the following: 1) Strategic planning appears to

be a scarce, fragile commodity in the small business environment. 2) Most small

firms do not engage in true strategic planning at all, and the rest may do so only

sporadically or temporarily, despite the evidence that strategic planning can help

firms to survive and prosper. Clearly further research is warranted into the

underlying realities of small business strategic planning.

40. Robinson and Pearce (1984)

The title of the study was: Research thrusts in small firm strategic

planning. The objective was to review the literature examining the effects of

formal strategic planning on performance for small firms. The results were as

the following: 1) They argued that knowledge about strategic issues is the

domain of large firms that small firm knowledge of strategic planning is, on the

whole, inadequate, and that formal strategic planning has not been a popular

- 38 -

practice among small firms because: They have neither the time nor staff to

invest in strategic planning. 2) The manager of a small firm must be more

concerned with the day-to-day operational problems of running the firm. 3) They

indicated that research on the value of formal planning for small firms has been

largely inconclusive simply because many small firms do not plan.

41. Curtis (1983)

The title of the study was: Strategic planning for smaller businesses.

The results were as the following: The study revealed that attributed to the

following barriers: 1) Time pressures. 2) Lack of knowledge about the true

nature of the business and the environment. 3) Insecurity and low self-

confidence on the part of the owner.

42. Armstrong (1982)

The title of the study was: The Value of Formal Planning for Strategic

Decisions: Review of Empirical Research. The sample was: twelve strategic

planning and performance. The objectives of this study were as the following:

To review of twelve strategic planning and performance studies included a

detailed examination of the formal planning independent variable. 2) To compare

studies as to whether they considered five component parts of the formal

planning process: (a) setting of objectives, (b) generating strategies, (c)

evaluating strategies, (d) monitoring the process, and (e) commitment to the

process. 3) To compare studies on the bases of the situation and results, and then

used the ratings of experts to assess the results of formal planning. The results

were as the following: 1) Objectives were explicitly addressed in all but 2 of the

15 comparisons. Thus, the data do not allow for a comparison of written versus

implicit objectives. 2) In contrast to the attention given to explicit objective

- 39 -

setting, only three comparisons were known to use an explicit approach to the

generation of strategies. These same studies used an explicit approach to the

evaluation of strategies. 3) Formal planning was more successful in each of

these three comparisons, significantly so in two. In contrast, formal planning was

superior in 7 of the other 12 comparisons. Thus, the tendency favors the

hypothesis but the results are not statistically significant. 4) Exploit monitoring

was included in 6 of the 15 comparisons. Surprisingly, planning success tended

to be poorer in these studies although the differences were not statistically

significant. 5) Commitment was given explicit attention in four comparisons. In

each case, formal planning was superior, significantly so in three cases. This

compares with successful planning in 6 of the 11 cases having insufficient

information on commitment. (Harju's, 1981) study examined commitment in

detail and concluded that it was an

43. Robinson (1982)

The title of the study was: The Importance of `Outsiders' in Small

Firm Strategic Planning. The objective of this study was to measure the degree

to which external and/or internal counsel is relied upon in the strategic planning

process. The results were as the following: 1) Outsider involvement in

planning indicates a serious commitment to a formal strategic planning

orientation in small firms. 2) Outsider involvement refers to both boards of

directors and management consultants--people who would appear to be able to

supplement a small firm leader's lack of skills in, and time for, formal planning.

44. Steiner (1979)

The title of the study was: Strategic planning: What every manager must know.

The sample: 600 companies. A principal purpose of the survey was to

determine whether or not a list of fifty pitfalls, which he had identified and

- 40 -

which are shown in Exhibit 1, really covered most or all of the major traps that

experience indicated should be avoided for successful planning. The results

were as the following: 1) Top management’s assumption that it can delegate the

planning function to a planner. 2) Top management becomes so engrossed in

current problems that it spends insufficient time on long-range planning, and the

process becomes discredited among other managers and staff. 3) Failure to

develop company goals suitable as a basis for formulating long-range plans. 4)

Failure to assume the necessary involvement in the planning process of major

line personnel. 5) Failure to use plans as standards for measuring managerial

performance. 6) Failure to create a climate in the company which is congenial

and not resistant to planning. 7) Assuming that corporate comprehensive

planning is something separate from the entire management process. 8) Injecting

so much formality into the system that it lacks flexibility, looseness, and

simplicity, and restrains creativity. 9) Failure of top management to review with

departmental and divisional heads the long-range plans, which they have

developed. 10) Top management’s consistently rejecting the formal planning

mechanism by making intuitive decisions, which conflict with the formal plans.

45. Ronald, (1976)

The title of the study was: Elements of effective corporate planning,

long-range planning. The objectives of this study were: 1) Identification of

current planning weaknesses. 2) Identification of the most important factors in

effective planning as reflected by planning executives. 3) Determination of how

the planning effort was organized with particular emphasis on organizational

structure and functional responsibility relationships. The results were as the

following: Five planning weaknesses: 1) Inability to forecast accurately due to

rapid changes in environmental factors. 2) A tendency for planning to become

- 41 -

too routine and mechanical. 3) Overemphasis on short-term objectives. 4)

Inability to track performance. 5) Lack of planning process evaluation. The most

important factors for effective planning, the study identified four: 1) Planning

related knowledge and skill. 2) Planning climate created through top

management support and managerial participation. 3) Psychological commitment

to planning at all organizational levels. 4) Effective group behavior in the form

of departmental interactions, open mindedness and sensitive listening by key

planning executives

46. Koontz, (1976)

The title of the study was: Making Strategic Planning Work. The objective of

this study was to explain the failure of many planning systems. The results were

as the following: The following reasons to explain why many Planning

systems fail: 1) Lack of managers' commitment to planning. 2) Tendency to

confuse planning studies with plans. 3) Lack of clear, attainable, and verifiable

objectives or goals. 4) Tendency to neglect or underestimate the important of

planning premises. 5) Failure to place strategies within the total scope of plans.

6) Failure to develop clear policies. 7) Tendency of people, especially those with

considerable experience, to base their decisions on that experience. 8) Inability

of some people to diagnose a situation in the light of critical or limiting factors.

47. Ringbakk, (1971)

The title of the study was: Why planning fails. The sample of the study was:

350 companies in Europe and the United States. The objectives of this study

were to discuss the major reasons for the failure of planning. The results were

as the following: Ten major reasons for the failure of planning: 1) Corporate

planning has not been integrated into the firm’s total management system. 2)

- 42 -

Lack of understanding of the different dimensions of planning. 3) Management

at different levels in the organization has not properly engaged in or contributed

to the planning activities. 4) The responsibility for planning is often wrongly

vested solely in a planning department. 5) In many companies, management

expects that the plans as developed will be realized. 6) In starting formal

planning too much is attempted at once. 7) Management fails to operate by the

plan. 8) Extrapolation and financial projections are confused with planning. 9)

Inadequate inputs used in the planning. 10) Many companies fail to see the

overall picture of planning.

48. Steiner, (1969)

The title of the study was: Top Management Planning. The purpose of the

study was to examine strategic planning – financial performance relationships.

The results of the study were as the following: 1) Superior financial

performance in firms is not the direct result of strategic planning. 2) The

product of the entire range of managerial capabilities in a firm. 3) These

capabilities include knowledge and expertise to successfully engage in the

strategic planning process. It has been suggested that competence in strategic

planning may determine the degree to which firms become involved in the

strategic planning process. 4) In support of this assertion, Steiner (1979)

suggested that firms do not engage heavily in the strategic planning process

because their managers do not know what makes the process operate.

- 43 -

�� &��3�

Commentary on local previous studies:

After tackling with local studies, the following results were attained:

1. These studies included certain studies regarding strategic planning generally

where they are conducted on the non-profit sector as well as the private sector.

2. These studies met only the study society of my own study.

3. They tackled different aspects of strategic planning which dealt with:

Measurement of formality of strategic planning and the barriers of using and

practicing formal strategic planning in non-profit organizations in Gaza Strip.

4. These studies are different in the volume of the study sample whereas their

samples were small while mine was a complete survey.

Commentary on Foreign previous studies:-

After tackling with foreign studies, the following results were attained:

1. They included studies regarding barriers of using and practicing formal

strategic planning. Consequently, they met the content of this study.

2. They included studies about using and practicing formal strategic planning,

the relationship between strategic planning with performance and financial

performance, and the effectiveness of formal strategic planning.

Consequently, they met the content of this study.

3. They included studies about perceiving the concept of formal strategic

planning and its practice.

4. Some of these studies cope with this study while other studies are different.

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- 44 -

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- 45 -

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46

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Formal strategic planning has only been employed in business

environments for about fifty years. Military strategies served as the first models

for developing a course of action intended to shape a firm’s competitive

environment and accomplish key objectives in the presence of external market

forces (Wall and Wall, 1995). The discipline took shape in the 1950s, gained

widespread popularity in the 60s and 70s as corporate America looked to it as a

solution to raging inflation and loss of economic power to foreign firms, and

then underwent a decline in its use over the 1980s and 90s as the market began to

exhibit macro behaviors that seemed to defy economists attempts to understand

them.

Over this period, the focus of strategic theory shifted in ways that tended

to reflect the macro environment. In the late 1950s, Phillip Selznick was one of

the first writers to suggest that a firm's developmental history gave it a

distinctive set of capabilities that influenced its success in various tasks, and as

such, should influence leaders' strategic decision-making (Campbell and

Sommers, 1997). Ken Andrews further articulated the idea of building strategy

upon a match between a firm’s internal characteristics and the competitive

environment over the 1950s and 60s. Based largely on his work, the familiar

SWOT framework emerged in the early 1960s and was communicated via a

Harvard business policy conference in 1963 (Ghemawat, 2002).

The connection between a company’s organizational strengths and market

forces was further developed in (Andrews landmark 1971 book), The Concept of

Corporate Strategy, but a systematic method of assessing either side didn’t

emerge until (Michael E. Porter’s 1980 work), Competitive Strategy: Techniques

47

for Analyzing Industries and Competitors provided the Five Forces analysis that

suggested that the path to success lay in choosing the right industry and

competitive position within that industry. While this model didn’t specifically

ignore the characteristics of individual companies, it did result in a trend of

riveting strategists’ attention almost entirely on the current external environment

for nearly a decade (Collis and Montgomery, 1995).

Beginning in the late 1980s, however, macro instability and the failure of

conglomerates to provide sustainable competitive advantage caused analysts to

look to factors within the firm. In one early notable work, (Itami and Roehl,

1987) argued that goodwill, expertise, and brand strength amounted to invisible

assets that provide the best opportunities for competitive advantage despite their

absence on a company's balance sheet. These ideas revived a previously -

dormant “resource-based” body of writing in which strategy was discussed based

more upon characteristics internal to the firm than on the immediate demands of

a volatile marketplace. Then, in 1990, (Prahalad, and Hamel, 1990) published

their landmark article. The Core Competence of the Corporation, in which the

skills, technologies, and learning that contributed to its competitive success. This

was a substantial departure from the environmentally-based approach in that it

explicitly directed leaders to look within their own firms for skill-based strengths

that could be sources of competitive advantage.

Although organizational skills may still be valuable tools for creating

competitive advantage, concern exists about the ability of firms to base strategy

on the leveraging of core competencies. Indeed, the entire concept of the

learning organization is not without its critics. (Lewis, 2003) points out that

organizations have been experimenting with a team-based approach to

48

knowledge creation and transfer, but there has been no empirical evidence

suggesting that the use of teams contributed to better organizational success. The

development of a learning-based organizational culture, she asserts, may be

unreasonably idealistic:

How realistic is it to expect everyone to communicate openly, share a

strong sense of community, care for and trust one another? Apart from being

unitarist, it is just not feasible. It seems to be recommending totalitarian control,

disguised in emotive and misleading words, just as culture and transformational

leadership were in their formative years (Lewis, 2003).

Most recently, views of strategic planning have begun to include the

customer in the value creation proposition. (Prahalad and Ramaswamy, 2003)

indicate that converging technologies are blurring the lines between traditional

markets and channels, changing the inherent nature of products and services.

They propose an experience environment, developed in an active collaboration

between the firm and its customer, as the next frontier in value creation. This

relationship, conceived with customers and suppliers as nodes in a nonlinear

network, gives rise to products and services that are tailored to the individual

consumer based on the consumer's input. While the adaptive nature of this

strategy may offer intriguing possibilities for the small firm, the absence of

related case studies or other empirical data as of this writing makes its practical

application difficult to assess.

Early models of formal strategic planning "reflected the hierarchical

values and linear systems of traditional organizations. Undertaken by elite

planning function at the top of the organization, its structure was highly vertical

and time-bound. A certain period would be set aside to analyze the situation and

49

decide on a course of action. This would result in a formal document. Once this

was done, the actual work of implementation - which was considered a separate,

discrete process - could begin" (Wall & Wall, 1995). Although individual

definitions of strategy vary between authors, traditionally, theorists have

considered planning an essential part of organizational strategy.

��"��'� �� &�� 3�

Top management of an organization by definition includes the chief

executive officer, heads of strategic business units, line and functional vice-

presidents and, to some extent, members of the board of directors. It constitutes

the leadership of an organization that is, in turn, responsible for the strategic

direction and survival of an organization.

Since strategic planning determines the strategic direction and ensures the

survival of an organization, there is considerable emphasis on the strategic

planning and strategic management literature on the role of top management in

making strategic planning effective. Peter Drucker explains the task of top

management as that of Thinking through the mission of the business, that is, of

asking the question 'what is our business and what should it be?' This leads to the

setting of objectives, the development of strategies and plans, and making the

today's decisions for tomorrow's results. This clearly can be done only by an

organ of the business that can see the entire business; that can make decisions

that affect the entire business; that can balance objectives and the needs of today

against the needs of tomorrow; and that can allocate resources of men and money

to key results (Drucker, 1974).

50

(Bower, 1966) identified fourteen areas of top management

responsibilities in the strategic planning process. These are: 1) Setting

objectives: Deciding on the business or businesses in which the company or

division should engage and on other fundamentals that shall

guide and characterize the business, such as continuous growth. An objective

is typically enduring and timeless. 2) Planning strategy: Developing concepts,

ideas, and plans for achieving objectives successfully, and for meeting and

beating competition. 3) Establishing goals: Deciding on achievement targets

shorter in time range or narrower in scope than the objectives, but designed as

specific sub-objectives in making operational plans for carrying our strategy. 4)

Developing a company philosophy: Establishing the beliefs, values, attitudes, and

unwritten guidelines that 'add up to 'the way we do things around here.' 5)

Establishing policies: Deciding on plans of action to guide the performance of all

major activities in carrying out strategy in accordance with company philosophy.

6) Planning the organization structure: Developing the plan of organization—the

'harness' that helps people pull together in performing activities in accordance

with strategy, philosophy, and policies. 7) Providing personnel: Recruiting,

selecting, and developing people—including an adequate proportion of high

caliber talent—to fill the position provided for in the organization plan. 8)

Establishing procedures: Determining and prescribing how all important and

recurrent activities shall be carried out. 9) Providing facilities: Providing the

plant, equipment, and other physical facilities required to carryon the business.

10) Providing capital: Making sure the business has the money and credit needed

for physical facilities and working capital. 11) Setting standards: Establishing

measures of performance that will best enable the business to achieve its long-

term objectives successfully. 12) Establishing management programs and

51

operational plans: Developing programs and plans governing activities and the

use of resources which-when carried out in accordance with established strategy,

policies, procedures, and standards—will enable people to achieve particular

goals. These are phases of the total planning process, which include strategic

planning. 13) Providing control information: Supplying facts and figures to help

people follow the strategy, policies, procedures, and programs; to keep alert to

forces at work inside and outside the business; and to measure their own

performance against established plans and standards. 14) Activating people:

Commanding and motivating people up and down the line to act in accordance

with philosophy, policies, procedures, and standards in carrying out the plans of

the company.

William May, former president of the American Can Company, in a speech

before the National Society for Corporate Planning, Harvard Club described the

role of chief executive officer in formal strategic planning as follows: 1) As we

look at corporate planning at American Can, we agree that it is indeed one of the

most important functions of top management; but go even beyond that, and

consider the direction of corporate planning to be a specific responsibility of the

top manager—the chief executive of the corporation. As we see it, he has to be

the chief planner, not only planner of course, but the leader of his company's

planning operations (May, 1969). 2) It is clear from these remarks that the role of

top management is crucial to the successful and effective strategic planning

system.

52

�� 3��

Definitions of the strategic planning

Figure (1): strategic planning Fit Source: Janet Boguch, MA, (2000). Effective Strategic Planning: Long Range

Planning Compared to Strategic Planning. Seattle University: Institute of Public Service, u.s.a

(Mintzberg, 1994) planning is a formalized procedure to produce an

articulated result, in the form of an integrated system of decisions. Thinking

about and attempting to control the future are important components of planning.

(Ackoff, 1970) in (Mintzberg, 1994) planning is required when the future state

we desire involves a set of interdependent decisions; that is a system of

decisions.(Bryson, 1988) defined strategic planning as a disciplined effort to

produce fundamental decisions and actions that shape and guide what an

organization (or other entity) is, what it does, and why it does it. (Bryson, 1995)

Forces outside the

organization:

Needs of “customers” and

other

Stakeholders’ competitors and

allies social. economic.

Political technological forces

Opportunities / threats

Mission / purpose / goals

Strengths / weaknesses

Forces inside the organization

Resources

Capabilities

THE

FIT

53

successful management, it is asserted, requires a systematic, cyclical process of

planning actions, followed by implementation, then evaluation, all of which is

part of strategic planning .(Barry, 1986) viewed strategic planning as the process

of determining what an organization intends to be in the future and how it will

get there.(Pfeiffer, Goodstein, and Nolan, 1986) viewed such planning as the

process by which the guiding members of an organization envision its future and

develop the necessary procedures and operations to achieve that future.

(Mulhare, 1999) strategic planning is defined as an umbrella term for a variety

of formal approaches to the management of organizational decision making.

(Mulhare, 1999; Crittenden and Crittenden's, 2000) strategic planning as a tool

of management has become the norm in profit making and government

organizations, and is increasingly adopted by non-profits organizations of all

sizes. (Mara, 2000) its focus on the long term providing a systems approach to

maneuvering an enterprise over time through uncertain waters of its changing

environment to achieve prescribed aims.

In these definitions, as well as those offered by other authors, strategic

planning has been viewed as a process of developing and maintaining a strategic

fit among the mission of the organization, the strengths and weaknesses of the

organization, and opportunities and challenges in the organization's external

environment (Yankey, 2006). Strategic planning is a complex and ongoing

process of organizational change. The following attributes, when combined,

effectively define a successful and comprehensive strategic planning process

(Hax and Majluf, 1996).

Strategic planning: 1) Is oriented towards the future, and focuses on the

anticipated future. It looks at how the world could be different 5-10 years from

now. It is aimed at creating the organization's future based on what this future is

54

likely to look like. 2) Is based on thorough analysis of foreseen or predicted

trends and scenarios of the possible alternative futures, as well as the analysis of

internal and external data. 3) Is flexible and oriented towards the big picture. It

aligns an organization with its environment, establishing a context for

accomplishing goals, and providing a framework and direction to achieve

organization's desired future. 4) Creates a framework for achieving competitive

advantage by thoroughly analyzing the organization, its internal and external

environment, and its potential. This enables organizations to respond to the

emerging trends, events, challenges, and opportunities within the framework of

its vision and mission, developed through the strategic planning process. 5) Is a

qualitative, idea driven process. It integrates "soft" data, not always supported

quantitatively, such as experiences, intuition, and ideas, involves the

organization in the ongoing dialogue, and aims to provide a clear organizational

vision and focus. 6) "Allows organizations to focus, because it is a process of

dynamic, continuous activities of self-analysis. 7) Is an ongoing, continuous

learning process, an organizational dialogue, which extends beyond attaining a

set of predetermined goals? It aims to change the way an organization thinks and

operates, and create a learning organization. 8) When successful, it influences all

areas of operations, becoming a part of the organization's philosophy and culture.

��

(Armstrong, 1982): Formal strategic planning calls for an explicit process for

determining the firm's long-range objectives, procedures for generating and

evaluating alternative strategies, and a system for monitoring the results of the

plan when implemented. During each of these steps, it is important that a

systematic procedure be used to gain commitment of those who will be affected

by the plan. (Linder and Vick, 1984): Formal strategic planning within small

55

firms is frequently associated with a process whereby the owner-manager(s) of

the firm systematically attempt to examine their business environment and

establish a framework and direction for future activities. Several elements

encompass such a process. The first of these is the preparation of a mission

statement, examination of the current situation facing the business and forecasts

for future growth. The establishment of objectives and strategies to meet them

follows this. These elements must then be documented for internal and external

stakeholders and a monitoring-evaluation process established. (Bracker and

Pearson, 1986): Identified eight planning components: objective setting;

environmental analysis; strengths, weaknesses, opportunities, and threats

(SWOT) analysis; strategy formulation; financial projections; functional

budgets; operating performance measurement; and control procedures. Based on

the presence of these components in small firm planning, they developed four

levels of planning sophistication including structured strategic planning,

structured operational planning, intuitive planning, and unstructured planning.

(Wood and LaForge, 1981; Al-Bazzaz, and Yasai-Ardekani, 1986; Rhyne,

1986; Ramanujan and Venkatraman, 1987; Fredrickson, 1984): The

formality of planning in large businesses, the typical approach has been to: 1)

Define the planning system elements; 2) Measure the formality of the elements;

3) Develop a formality scale; 4) Categorize firms based on their scores on the

formality scale. Formality has been measured by assessing such things as the

degree of planning manual usage, the amount of emphasis on developing written

plans, and/or the existence of specific schedules for formulating plans

(Robinson and Pearce, 1983): Grouped small firms into broad planning

categories based on the extent of written documentation and inclusion of various

planning steps. This broader definition of planning formality is important in

order to reflect the entrepreneurial thought processes and actions that permeate

56

the small organization. Also maintained that it is the process of providing written

documentation that determines the level of formality. (O’Regan and

Ghobadian, 2002): A formal strategic plan implies a deliberate means to include

factors and techniques in a systematic way to achieve specified tasks. (Lyles et

al., 1993) state that …...the elements of goal formulation, developing distinctive

competencies, determining authority relationships, deploying resources, and

monitoring implementation receive more effective attention when small

businesses engage in formal planning .

Finally, the presence of a written strategic plan is used as a surrogate measure of

formality; this approach is appropriate for the consideration of strategic planning

in smaller firms and is consistent with the work of (Gilmore, 1971; Robinson and

Pearce, 1983; Bracker et al., 1988). �

#%#��!%��"��'��$��"!�#��&(!%%�%��

Many authors (Barry, 1986; Bryson, 1988; Burkhart & Reuss, 1993; Eadie,

1991; Steiner, 1979) have pointed out strategic planning’s helpfulness in: 1)

Providing a common purpose for future organizational development. 2)

Stimulating forward thinking and clarifying future organizational directions. 3)

Improving organizational performance, 4) Building teamwork and expertise. 5)

Developing a framework for decision making and establishing priorities. 6)

Promoting responsiveness to changing community needs. 7) Enhancing

employee morale and commitment to the organization's mission. 8)

Directing fundraising efforts, 9) Positioning the organization to act on its

strengths and opportunities. 10) Providing a mechanism for educating

stakeholders about the organization.

Although these benefits are impressive, critics harbor important reservations

about strategic planning. They argue that the process is too time-consuming and

57

that the world changes too rapidly, thereby making strategic plans obsolete by

the time they are developed. In addition, they point out that such planning is too

abstract and will not be beneficial in day-to-day management. Many social work

organizations are in “crisis situations” wherein they must address survival issues

immediately; there simply is not sufficient time to conduct strategic planning.

Other critics stress that social work organizations frequently do not implement

the strategies they develop in the planning process, often leading to cynicism and

disillusionment about the value of planning (Barry, 1986; Bryson, 1988;

Burkhart & Reuss, 1993; Eadie, 1991; Steiner, 1979).

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Figure (2): designing the planning process

Source: Janet Boguch, MA, (2000). Effective Strategic Planning: Long Range

Planning Compared to Strategic Planning, Seattle University: Institute of Public Service, U.S.A

Perceived needs environment Current capabilities

Assumptions

Mission

Imperatives

Goals

Strategies

Inputs

Sets Directio

n

Plan and Time line

*

Previous Framework

58

(Pfeiffer et al., 1986) referred to the initiation of the planning process as

“planning to plan” and identified typical questions that require attention at the

outset; for example: 1) What is the level of commitment to the planning process?

2) Who will lead the strategic planning effort? 3) Who are the key stakeholders

of the organization? 4) Which of these key stakeholders will serve on the

strategic planning committee? 5) How will other stakeholders be involved in the

planning process? 6) What will be the specific steps and timetable for the

planning process?

1. Leading the Strategic Planning Effort

A key decision in designing the planning process is to identify the desired

membership of a strategic planning committee. (Pfeiffer et al., 1986) The

individual selected to chair the committee is an especially important leadership

choice. This individual should be in contact with and be knowledgeable about

the organization; be viewed internally and externally as an appropriate

spokesperson; be able to assume a somewhat objective and facilitative role;

possess strong planning, group processing, and negotiating skills; and have

affluence and influence. Although the executive director or chief executive

officer should also play an important role in planning, the chair of the strategic

planning committee more frequently is selected from among volunteer leaders

(for example, the president or vice president of the board of trustees, chair of a

planning committee, or a key board member being groomed for a top leadership

role). In addition to this choice of leadership, successful planning requires that

the organization's volunteer leaders and top management team be enthusiastic in

their support of and actively participate in the strategic planning process.

59

2. Involving Key Stakeholders of the Organization

(Burkhart & Reuss, 1993) Another important aspect of designing the

planning process is to identify those individuals, organizations, coalitions, and so

forth whose perceptions and support of the organization are important. These

stakeholders' ownership of the strategic plan will be critical to its

implementation. Stakeholders of social work organizations may include

members of boards of trustees and advisory committees, management officials,

staff members, volunteers, clients, former clients, founders, advocacy groups,

other non-profit (including social work) organizations, government leaders,

political leaders, religious leaders, and members of the community. The strategic

planning committee should be composed of these stakeholders, although it

would not be practical to have all of them serve on the committee. Thus, a

decision is required regarding who will be requested to serve, with special

consideration given to representation from the board of trustees, advisory

committees, and top management.

(Bryson, 1988) Other stakeholders not serving on the strategic planning

committee can and should be involved in the planning process. Although each

organization engaged in strategic planning may have its own mechanisms for

such involvement, stakeholders can, for example, provide their perceptions about

the organization's strengths and weaknesses, serve as members of a panel

providing information regarding external environmental trends, help identify or

clarify issues requiring strategic consideration, participate in strategy

development sessions, or act as “devil's advocates” in reviewing potential

strategies.

60

3. Developing Steps and a Timetable for the Planning Process

The specific steps of the strategic planning process should reflect the planning

culture of the organization. As indicated, various authors have proposed

models of planning, four of which are particularly appropriate for social work

organizations (Barry, 1986; Bryson, 1988; Burkhart & Reuss, 1993; Pfeiffer,

1986). Although these models involve some differences in emphasis, each

includes steps common to most definitions of strategic planning found in the

literature:

A) Clarifying the organization's mission

(Yankey, 2006) Strategic planning involves values, beliefs, philosophy,

purpose, meaning, and vision. Thus, it is both logical and necessary for the

planning process to focus initially on clarification of an organization's mission.

The aim of mission formulation is to determine the purpose of the organization

and the values and philosophy that guide it.

Benefits and Obstacles: (Yankey, 2006) Clarifying its mission helps an

organization have a shared set of values, define its business, determine the

programs and services it wants to undertake, state its purpose clearly to all

stakeholders, direct its human and financial resources, and suggest the kinds of

knowledge and skills required to carry out the mission efficiently and effectively.

Although the importance of mission clarification seems self-evident, the task

may encounter resistance, possibly based on the notion that the organization's

purpose is self-evident or the belief that the existing charter, bylaws, and mission

statement are sufficient. Other resistance may stem from a concern that a

discussion of values and philosophy will lead to arguments, controversy, and

disagreement. Others resist this “philosophical discussion” because, in their

61

view, it detracts from the true purpose of strategic planning that is, developing

action plans.

Visioning: It is often stated that an organization can never be greater than the

vision that guides it. (Yankey, 2006) A vision is a description of an

organization's preferred future state. In short, it is a statement of what the

organization wants to be in the future. A vision emanates from deeply held

values, experiences, views of the future, intuition, and dreaming. Answers to the

following questions represent components of a vision: 1) What will the future

business of the organization be? 2) What will the board composition and

structure is? 3) How large will the organization be? What programs will be

conducted by the organization? 3) What staff will be required? 4) What

volunteers will be required? 5) What internal management structures will be

required? 6) What will the funding mix for the organization be? 7) What

facilities will the organization have? 8) How will success be measured? 9) The

creation of a vision for an organization necessarily deals with values and

philosophy and provides the framework within which mission clarification

occurs. (Pfeiffer et al., 1986), in their applied strategic planning approach,

offered a useful “values audit” element to help identify the commonly held

values of an organization.

Clarification of the Mission: On the basis of the consensus reached about the

values and philosophy guiding the organization, strategic planning can focus on

a clear formulation of the mission. (John A. Yankey, 2006) A series of

questions—chosen from the following list—may be used to clarify thinking

about the mission: 1) Why does the organization exist? 2) Who does, and who

should, the organization serve? 3) What are the organization's most important

programs and services? 4) What does the organization do best? 5) What does the

62

organization do least well? 6) What makes the organization unique? 7) What is

the organization most noted for in the community? 8) What would the

community lose if the organization were to cease to exist?

(John A. Yankey, 2006) Answers to these questions will provide the

elements to be integrated into the statement of the organization's mission.

However, it should be noted that development of this statement may represent

one of the more formidable tasks in the strategic planning process. Reaching

consensus on the specific language of the statement will require a tolerance of

differences, willingness to compromise, and patience. Among other things, a

mission statement should be consistent with organizational values and

philosophy, clear and understandable to all stakeholders, brief enough to be kept

in mind and easily communicated, broad enough to allow flexibility but not so

broad as to lose focus, and worded so as to serve as a motivational force and a

guide to organizational decision making. Although the aim in crafting the

mission statement is to make it as succinct as possible, its length will vary

among organizations. Clearly, non-profit organizations of all kinds have moved

away from mission statements exceeding one page. Such brevity often is

accomplished by including a section on underpinning values and philosophy

before or after the mission statement in the strategic plan. Whatever its length,

the mission statement provides the reality grounding for the next step in strategic

planning: assessing the organization's internal and external environments (John

A. Yankey, 2006).

63

B) Analyzing the organization's internal strengths and weaknesses (or

perceptions thereof). Assessing the opportunities and challenges presented

by current and future external environmental trends.

SWOT ANALYSIS

(Kearns, K. P. 1992). A frequently used tool in strategic planning is the SWOT

analysis: an analysis of the internal strengths and weaknesses of the organization

in relation to the opportunities and threats presented by its external environment.

This step in strategic planning is important in helping position the organization to

maximize its strengths and capitalize on its opportunities. A SWOT analysis will

prepare an organization to respond effectively to its external environment before

a crisis erupts.

Internal Analysis: (Bryson, 1988), Assessment of the internal environment of

an organization should include attention to its resources (people, money,

facilities, equipment, information, technology, and so on), present strategies, and

performance (operational assessment). Any data that would help the strategic

planning committee gain a comprehensive overview of the organization's

strengths and weaknesses should be included in this analysis. Operational

assessment is approached through an analysis of performance history or an

analysis based on comparative performance. Social work organizations probably

will have an extensive amount of data available regarding resources, less

information available regarding current strategies, and even less data on

organizational performance. In the absence of such information, the committee

often must rely on self-assessment and perceptions of key stakeholders as to how

well the organization is performing (Bryson, 1988). This step in the strategic

planning process may involve extensive gathering of data from an organization's

documents; door-to-door, mail, telephone, or shopping mall surveys; focus

groups; individual interviews; and panels of experts. Information may be sought

64

on issues such as the organizations image, program and services, governance,

management, staff, volunteers, external communication, facilities, funding, and

fundraising. Hard data, to the extent that they exist, should be used. However,

qualitative data, especially the results of a perceptual analysis, will almost

certainly represent an important element in the SWOT analysis (Bryson, 1988).

External Environment Analysis: Often the external environment is not well

known; however, what happens there directly affects the organization. A good

strategic planning process will include information about outside forces likely to

influence the future direction of the organization. (Bryson, 1988) and others have

identified three major categories of information as important elements in any

systematic approach to environmental scanning: forces and trends; clients,

customers, or payers; and actual or potential competitors. (Bryson, 1988), the

key forces and trends in the external environment usually will be identified in

four to six broad categories. Although economic, social–demographic, political,

and technological categories appear in many environmental scans, volunteerism

and philanthropic categories are especially important additional categories for

Social work organizations involved in strategic planning. The data for this

analysis of forces and trends come from literature reviews, government

documents, university-produced studies and reports, non-profit and for-profit

organizations' environmental scans, public hearings, key informants, panels of

experts, and so forth. These forces and trends are analyzed in terms of the

potential opportunities for and threats to the organization, and they represent

critical considerations in charting the organization's future course. A thorough

SWOT analysis also requires focusing on clients, customers, or payers. These

groups must be given attention as to their potential positive or negative impact

on an organization's future. This aspect of the SWOT analysis will identify the

65

needs of present and potential client groups that the organization may wish to

serve in the future. Equally as important, funding sources, both public and

private, must be analyzed in terms of the opportunities or threats they present for

the organization's future (Kearns, K. P. 1992). A final element of the SWOT

analysis is a competition analysis.

Although some social work organizations do not perceive themselves as being in

competition with other non-profit organizations, virtually all compete on some

level (for example, clientele, public visibility and acceptance, or funding). An

analysis of competition helps shape the future competitive positioning of the

organization in the markets it chooses to serve. The data required for this

analysis will address such issues as with whom the organization is competing,

the foci of the competition, and relative competitive strengths or weaknesses.

More specifically, this analysis will focus attention on competitors' current

market presence; production, distribution, and promotions; competitive

differences; profitability; and image in the marketplace. The results of a SWOT

analysis provide a solid base from which the strategic planning committee can

identify issues to be stressed (Kearns, K. P. 1992).

C) Identifying critical issues that require strategic consideration

(Eadie, 1991) defined a strategic issue as a “major change challenge—

opportunities and problems that appear to demand an organizational response, so

a successful balance can be maintained between the organization's internal and

external environments”. (Bryson, 1988) defined such an issue as a “fundamental

policy choice affecting an organization's mandates, mission, values, product or

service level and mix, clients or users, cost, financing, organization, or

management”. A strategic issue may be a welcome trend, event, or development

66

that presents an organization with an opportunity to build on its competency, or

it may be an unwelcome trend, event, or development emanating from an

external environmental threat or an internal shortcoming. (Bryson, 1988),

Determination of an Issue as Strategic although many issues generated by

strategic planning are critical, not all are strategic. Criteria for determining

whether an issue is strategic include whether it is (1) an issue that is likely to

have an impact on how the organization carries out its mission, (2) one that must

produce a response of organizational commitment of human and financial

resources, and (3) one over which the organization may reasonably expect to

have some influence. (Bryson, 1988) and the (United Way of America, 1986)

provided guidelines on the information necessary for a thorough consideration of

strategic issues. This information includes a description of the issue, a discussion

of the factors that make the issue strategic, and an examination of the

consequences of failure to address the issue. In addition, attention must be

directed toward the developmental stage of the issue (that is, emerging,

developing, maturing, or declining). Further, the analysis entails consideration of

such questions as, how great will the impact likely be? What will be the focus of

the impact? Who are the major actors, and what positions are they likely to take

on the issue? What are the options for the organization to deal effectively with

the issue?

D) Developing strategic alternatives

Once strategic issues have been selected, the strategic planning committee often

establishes work groups to develop goals and strategies to address them. These

work groups may be strengthened by the addition of key stakeholders who have

expertise in specific issue areas. Strategy Development Process (Bryson, 1988)

preferred a five-part strategy development process in which members of the

67

strategic planning committee or the work groups would address the following

questions about each strategic issue: 1) What are the practical alternatives that

might be pursued to address this strategic issue? 2) What are the barriers

precluding the realization of these alternatives? 3) What major proposals could be

pursued to achieve these alternatives? 4) What major action with existing staff

must be undertaken to implement these proposals? 5) What specific action steps

must be taken to implement the proposals?

E) Selecting for implementation the most appropriate alternatives

Evaluation of Alternative Strategies: An especially critical aspect of

developing strategies is the establishment of a clear and explicit set of criteria.

The (United Way of America, 1986) suggested a model for evaluating and

selecting strategies that was adapted from business strategy within the for-profit

sector. The United Way approach includes a criteria selection checklist based on

the following nine issues and questions: 1) Suitability: Is there a sustainable

advantage? 2) Validity: Are the assumptions realistic? 3) Feasibility: Does the

organization have the necessary skills, resources, and commitment? 4)

Consistency: Is the strategy externally and internally consistent? 5)

Vulnerability: What are the risks and contingencies? 6) Timing: When must the

organization act, and when will it benefit? 7) Adaptability: Can the organization

retain its flexibility? 8) Uniqueness: What makes this strategy distinctively

different from others? 9) Usability: Can the organization readily implement the

strategy?

Analysis of the alternatives through this screen of nine questions

represents United Way's first attempt to narrow the number of strategies.

The approach also suggests a second process whereby the remaining

68

alternatives are examined more thoroughly in regard to the support they

will require for implementation. This level of consideration focuses on

organizational resources, structure, and systems.

F) Determining how the strategic plan is to be implemented, monitored,

and updated.

After selection of strategies a first draft of the strategic plan is developed.

Although there can be wide content variations, many strategic plans include the

following sections: introduction and background; strategic planning process and

participants; environmental analyses; mission, values, and philosophy; strategic

goals and strategies; strategic plan implementation; and conclusion. This initial

draft of the plan is reviewed and modified by the strategic planning committee

until a consensus on its content is reached. Consideration of how the plan is to be

implemented, monitored, and updated is a part of this deliberation (John A.

Yankey, 2006).

The strategic planning committee submits its final version of the plan to

the board of trustees (or executive committee if this committee reviews matters

before their submittal to the full board). Because a number of the members of the

board will have been participants in the planning process, the document's review

and subsequent approval will benefit from firsthand knowledge of the thinking

implicit in the selected strategic alternatives. At this point, much more in-depth

attention is given to the implementation challenges regarding the organization's

commitment, its allocation of resources, and the required structure and process

for monitoring and updating the plan. A decision also is made as to who will

assume responsibility for translating the strategic plan into an operational or

tactical plan. In non-profit organizations, this responsibility is increasingly being

shared in a partnership arrangement between the organization's paid staff and the

appropriate board committees. The design of the operational or tactical plan

69

should include the activities and responsibilities for monitoring and updating the

strategic plan, which should be done—at a minimum—on an annual basis (John

A. Yankey, 2006).

��

Strategic planning was remarked of no use in business organizations in the

1990s (Desai, 2000; Mintzberg, 1994; Mulhare, 1999). It also was seen as

restrictive ignoring the agreed- upon processes and the organizational

adaptability required (Bryson, 1995; Mintzberg, 1994). However, it could

produce optimal decision making rather than any personal attitude (Mulhare,

1999).

Besides, strategic planning demonstrates investment in time and financial

resources (Mara, 2000). Deliberately implemented , strategies are regarded most

operative and productive (Mulhare, 1999).Strategic planning is being used by

non-profits organizations whereas it seems difficult to duplicate such a process(

Beetel,1997;Crittenden and Crittenden ,2000). The difficulty can be ascribed to

the following points:

1. Corporate Model: The use of strategic panning has been queried as a result

of approaching corporate models (Alexander and Weiner, 1998). Conducting

a corporate model, it creates a sense of conflict with the benevolent principles

of non-profit organizations (Alexander and Weiner, 1998; Lindenberg, 2001).

The problem is stated when defining the goals of non-profit organizations as

amorphous that contradict the importance of goals setting in strategic

planning (Beerel, 1997).

70

2. Crisis /Operational: Strategic issues are not adopted in non-profit

organizations for solving problems, but the operational issues do so by the

hands of one person (Mintzberg, 1994; Stean and Christie, 2001). Strategic

planning has not yet recognized organizations in crises (Bryson and Roering,

1988; Mitroff and Pearson, 1993). However, operational factors have the

upper hand when using strategic planning in non-profit organizations

(Mulhare, 1999; Wolch and Rocha, 1993)

3. Leadership: Having a brief tenure is usual when any non-profit organization

have a strong and successful leader (Santora and Sarros, 2001). Forming

boards in non-profit organizations is more exalted than for profits where

people are rewarded for knowledge and loyalty (Steane and Christie).

Leadership problems badly affect the strategic planning process. The major

benefits of strategic planning are incarnated in allocating information about

the future horizons, performance, and nature of any organization (Bryson,

1995). Importantly, strategic planning is concerned with improving the

financial viability of the organization (Goldsmith, 1994; Mara, 2000). Non-

profit organizations have to take into account that they should fight for

resources, and prove their effectiveness if seeking for strong survive

(Lindenberg). Eventually, strategic planning is regarded a backbone on non-

profit organizations.

4. Stakeholders’ involvement: Seeking for high-ranking plans, strategic

planning requires managerial skills and considerable adherence by worthy

stakeholders, but many non-profits lack those needed management

requirements (Lindenberg, 2001). Strategic planning produces nothing

71

fruitful for working for the favor of a group at the expense of others

(Mulhare, 1999).

5. Effectiveness of Strategic Planning: Approaching wrong reason in strategic

planning leads to ignored results and fragile plans, whereas the failure is

ascribed to the absence of professional management as (Mulhare, 1999) sees

it strategic planning “has become a symbolic demonstration of managerial

competence, whether or not planning benefited the NPO in other ways.

Strategic planning is mainly an essential tool for non-profits and for-profits as

well. However, for-profits adopt such tools rather than structured planning

processes that recognized as of no use nowadays (Brown and Eisenhardt,

1998). Individuals such as social workers and educators (Youngm Hollister,

Hodgkinson and Associates 1993) have considered non-profit organizations

as lacking professional management and run. Strategic planning is strongly

recommended for non-profits conducting best methods in business world

(Mulhare, 1999).

��&�� '� ��

Since its introduction in the early 1960s, formal strategic planning system

has received wide acceptance among academicians, authors, researchers, and

practicing managers as a major contributing factor to successful management of

business organizations. The surge in popularity of formal strategic planning

systems is due to an implied assumption that there is a positive correlation

between improved organizational performance and formal strategic planning.

However, not everyone accepts formal strategic planning as an effective tool of

management. To this group of people, strategic planning is just another fad that

will fade away. The question is, therefore, does strategic planning have any

72

future? As an answer to this question, Steiner predicts that "formal strategic

planning will continue to develop and the gaps in our knowledge about it will

narrow." He further predicted the following trends: 1) The emphasis on strategy

will continue. This is not to say that strategic planners will pay less attention to

operational planning. Rather, emphasis on the formulation and implementation

of strategies will grow. The reason is that environments are likely to become

more turbulent and complex, making it even more essential that a company

pursue those strategies that will best adapt the organization to changed

circumstances (Steiner, 1979). 2) About the future of strategic planning,

(Lorange, 1980) predicts the following: About the pressures facing the firm

during the years to come, we can, of course, only speculate. However, it seems

reasonable to expect that the need to strategize will become even stronger in the

future. Thus, a corporate planning system will increasingly become a tool that

senior management can use to influence the strategic direction of the firm. It

seems reasonable to predict that a strategic planning system might become a

distinct competitive advantage to those companies able to develop effective

systems. This, however, will require an increasing emphasis on keeping the

system's evolution under close-scrutiny and control as well as ensuring that the

system's focus is consistent with the strategic direction actually contemplated by

senior management.

��

73

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75

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�� 3��

Generally, there is no definite classification of barriers. Below, we

have some classifications:

1. (Kawasaki, 1996) classified barriers into two types: Hard barriers and soft

barriers: Hard barriers are those, which have to do with things and

regulations. Hard barriers can be further broken into Information Technology

problems, resource problems and legal obstacles. Soft barriers are people

problems. People resist organizational changes.

2. (Robinson, 2005) classified barriers into two types: The first type is

attributed to individuals while the other is referred to soft issues that include

(resistance, structure, process, system, history, power and influence,

organizational problems and decision making).

3. Others classified barriers into two types: Internal and external and they

are defined as follows: Internally, what is needed is firm commitment to

completion, evaluation and implementation at the very highest level within

the organization. External barriers can exist as a result of the restrictions

placed upon the organization due to the political, economic, social, legal and

technological environment in which the organization operates.

4. (Barth, 1999) classified barriers into internal and external barriers and

can be explained as follows: Internal barriers: They consist of lack of

systems and routines. External barriers: They are tangible and intangible: 1)

External tangible barriers: They are problems with financing and unfavorable

legislation; 2) External intangible barriers: They are cultural barriers are

76

concerned with attitudes towards entrepreneurship and problems attacking

skilled labor that wants to work for a small firm.

5. (Richard, 2005) classified barriers of strategy implementation in reference

to the cause root and could be explained as follows: 1) Lack of coordination

at the top. 2) Employees aren’t on–board. 3) Insufficient change at the work

unit level. 4) Insufficient cross-functional collaboration 5) No measurement

system in place.

6. (Nicholas and Abby, 2002) classified strategic deployment barriers into

external and external barriers and they are illustrated as follows: Internal

barriers: 1) Communication was inadequate. 2) Implementation took longer

than anticipated. 3) A shortfall in employee capabilities. 4) Overall goals of

strategy not well enough understood by staff. 5) and co-ordination of

implementation not effective enough. External barriers: 1) Crises distracted

attention from implementation. 2) Unanticipated external problems arose; 3)

And external factors impacted on implementation.

7. (Stefan, 2005) classified barriers of strategy implementation as follows:

People barriers: A major people barrier is resistance to changing work, roles

and relationships. Organizational barriers: include cultures that are

inflexible, authoritative and riddled with inefficient workflows. Financial

barriers: include the high cost of system implementation coupled with

uncertain ROI. Technology barriers: They are including the lack of

standards, inadequate vendor support and poor system design.

77

Owing to not having as definite classification barriers as mentioned above, the

researcher depended on barriers related to the personal traits; barriers related to

the top management; barriers related to the recourses; barriers related to the

organization; as well as he depended on (Nicholas and Ghobadlian, 2002

classification regarding implementation barriers.

(��.��. �+��-�� 3�

The extent, to which organizations engage in the strategic planning

process, whether the process is formal or informal, depends on managerial skills.

(Steiner, 1979) Managerial capabilities in a firm include knowledge and

expertise to successfully engage in the strategic planning process. It has been

suggested that competence in strategic planning may determine the degree to

which firms become involved in the strategic planning process (Higgins and

Vincze, 1993). In support of this assertion, (Steiner, 1979) suggested that firms

do not engage heavily in the strategic planning process because their managers

do not know what makes the process operate. (Henry, 1980) suggested that while

management involvement in strategic planning was devoted to ensuring that the

process was carried out comprehensively, very little or no attention was paid to

whether or not management had the expertise to effectively carry out the process.

Generally, strategic planning is not carried out, because managers in these

firms do not fully understand or have little experience in strategic planning

methods. Such a view is supported by several studies (Ringbakk, 1971; Steiner,

1969; Taylor, 1975), which are in agreement that in those firms where managers

are not knowledgeable about or skilled in each step of the strategic planning

process, the process is not likely to be engaged in with much intensity. In (Barth,

2003) the managerial skills refer to the knowledge and degree of strategic

78

planning. The indicator for managerial skills refers to the strategy process

research and to the category that focuses on the degree of planning formality

(Olson and Bokor 1995). Compared to other measurements of strategic

planning (Sexton, 1985; Shrader, Mulford and Blackburn, 1989), this

measurement aims to focus the knowledge of internal as well as external

conditions and to what degree this knowledge has been used to develop a

strategic plan. Knowledge Based SWOT Analyses: The traditional SWOT

framework, updated to reflect today’s knowledge-intensive environment,

provides a basis for describing a knowledge strategy. In essence, firms need to

perform a knowledge-based SWOT analysis. Strategy can be seen as the

balancing act performed by the firm as it straddles the high wire strung between

the external environment (opportunities and threats) and the internal capabilities

of the firm (strengths and weaknesses).

(Barth, 2003): The managerial skills were measured by asking the

respondent three questions: 1) How often did you analyze your competitors,

customers, suppliers, etc. during the last three years? 2) How often did you

conduct a type of strengths, weaknesses, opportunities, and threats (SWOT)

analysis on your firm during the last three years? 3) Based on this information,

did you modify your existing strategic plan (or develop a new strategic plan)

during this period? The respondents answer was evaluated and was given a score

on a five-point scale.

(��.��!+�� 3��

Awareness is the first component of the strategic development process,

and improving performance, and it is regarded as one third of the vision which is

the ability to see according to the definition of John Maxwell: "The ability to see

---awareness. The ability to believe --- attitude. The ability to do -- - action."

79

Figure (3): Awareness and Strategic Development Source: Maryland Leadership Group 2005, Strategic Development for Privately Held

Companies.

(Maryland Leadership Group 2005), Organizational awareness is a level of

understanding for both the organization and its leaders regarding current

capacity, internal & external environments, talents, abilities, potential, and

results. Creation of organizational awareness is a continuous process stimulated

by "effective" leaders at every level of the organization. A high degree of

organizational awareness improves organizational analysis, hiring and staffing

decisions, team building, communication, culture, and leadership style. There is

a strong interrelationship between strategic planning and awareness where

strategic planning helps an organization to become aware of its strengths and

weaknesses, capacity for growth, other opportunities and potential threats.

80

Jeff Hiatt (1996): In many cases awareness is a key issue. Work goes on

day-by-day, and the urgent and pressing needs of today's problems can be

totaling absorbing. Isn't it enough to just deal with the problems right in front of

us, and take each day one at a time? Probably not. In fact, it may be the absence

of a vision and plan that cause your organization to be so reactive, and spend a

lot of time fire-fighting rather than proactively meeting the needs of your

customers. The symptoms you can look for include: 1) Many initiatives are

underway, with much activity producing little results. 2) Improvement initiatives

seem to be unrelated, with each group doing their own thing. 3) When time

comes to prioritize opportunities and allocate investment dollars, it is unclear

how much money to give to who and what is the most important thing to work.

4) It is hard to tell when you are successful - no roadmap exists to chart your

progress. 5) It is not apparent whether the current activities will take the

organization where you need to go, because no one is quite sure where that is. 6)

You or your organization spends most of your time reacting to crisis. 7) If any of

these statements ring true for you, you should be aware that a critical component

is missing.

(��.��3�

(Jeff Hiatt, 1996): Do top management individuals need a team? How do

top management individuals select the team? and who are the right players? How

do top management individuals create a new vision and a strategic plan? How do

top management individuals recognize a strong vision and strategic plan from a

weak one? How do top management individuals gain executive sponsorship?

How do top management individuals communicate to other employees about

what top management individuals are doing such that they feel engaged and

knowledgeable? How do top management individuals ensure alignment with

81

customers and the direction for the business? Gaining this knowledge will be

critical for top management individual’s success in creating and sustaining your

vision and plan. Does the team have the ability to act on this knowledge to create

a vision and a strategic plan? (Colleen Nolan, 2002) It is also important that the

Board and staff understand that the purpose of strategic planning is not to

develop a staff work plan. It is not a "to-do" list to be divided and tackled.

Rather, the strategic plan is a document designed to help an organization do a

better job - to focus its energy, to ensure that members of the organization are

working toward the same goals, to assess and adjust the organization's direction

in response to a changing environment. It is important that all parties in the

planning process have this mindset - or top management individuals will spend

more time discussing what the process should be doing than developing a plan.

And quite another to act on that theory to produce results. Consider sporting

events. Team individuals may know how to play, but playing well and knowing

how to play are not the same. Practice is a key requirement, and even with

practice some play better than others. With the

vision and planning process, the same is true. The team needs to have the

competency to create a successful vision and strategic plan. This competency

should be factored in when selecting your team and engaging consultants.

(Timmons, 1999). Business planning process involves a balancing of three key

elements: i) opportunity, ii) resources and iii) team

According to (Donald, 2006), there are some barriers of the team:

Employee barriers: Feel threatened by the demands of teamwork. They are

afraid of losing status and becoming lost in the crowd. They are concerned about

missing out on recognition, rewards, and promotions if they are merely members

of a team that swallows up their individual contribution and influence. They also

82

sometimes fear taking responsibility for their own actions. These concerns

should be addressed at the outset; if not, they become legitimate fears.

Organizational barriers: Traditional hierarchical or bureaucratic structures;

Compensation and benefits also divide management from non-management

employees; poorly designed or poorly implemented management systems;

Undefined clear goals and objectives; No existence clear job descriptions.

Managerial barriers: Managers threatened by teams; Managers do not delegate

to teams the authority to make decisions or take necessary actions; Managers

sabotage the plans for building teamwork.

(��.�� 3��

Formal strategic planning process

Figure (4): Formal strategic planning process

Source: Armstrong, J. S. (1982). The value of formal planning for strategic

decisions. Strategic Management Journal, 3(3), 197-211.

(Armstrong, 1982): Formal planning calls for an explicit procedure for gaining

commitment to the plan. This implies, for example, a need for meetings; (Al-

Bazzaz and Grinyer, 1980), found that the perceived contribution of planning

83

was higher when the firms had more meetings. Presumably, the need for

meetings carries through all phases of planning.

Commitment to objectives is expected to be higher if the various

stakeholders participate in the objective setting process. In other words, “self-

set" goals are expected to be superior to goals set by others. This generalization

is based on laboratory studies (Latham and Dossett, 1978; Latham and Saari,

1979) and on field studies (Blumberg, 1968, for a review, Rosenberg and

Rosenstein, 1980). Participation in the generation and evaluation of alternative

strategies is often helpful in gaining commitment for a plan. (Perlmutter and

Monty, 1977) reviewed laboratory experiments showing that if subjects believed

they had some control over the situation, they performed more effectively. (Van,

1980) described how participation was used successfully by organizations

introducing child care programs. Participation seems especially important when

the strategies involve large changes. To maintain commitment to the plan, it is

useful to develop a monitoring system that provides relevant and accurate

feedback. This feedback should be provided in a timely fashion with fixed

reporting periods. It should inform all key stakeholders so they can see how their

interests are affected. Rather than seeking commitment to the plan, managers

sometimes use planning to gain control over others. This may help to explain

why formal planning is more popular among higher than lower level

management. For example, in (Ang and Chua, 1979), 80 per cent of top

management reported that they were “very favorable” towards (formal) long-

range planning; only 30 per cent of the operating managers were “very

favorable.” This is consistent with the findings in the survey by (Al-Bazzaz and

Grinyer, 1980) that the most important difficulties related to the interface of

formal planning with the line departments. (Al-Bazzaz and Grinyer, 1980) also

84

found that the perceived success of planning was higher in companies where the

chief planner was in a lower position in the organization. This suggests planning

might be more successful if formal authority is not invoked. In other words, if

planning is used to control others, its impact may be detrimental because

operating management might feel less responsible for the success of strategic

decisions.

(��.�� 3��

(Mintzberg, 1984) pointed in his study that there are two pitfalls stood out:

the absence of top management support for planning and a ‘climate’ in the

organization not congenial to planning. The following are the core components

of top management support in reference to (Steiner, 1979): 1) Top management’s

assumption that can delegate the planning function to a planner.” The chief

executive of a company must assume responsibility for planning and must get

involved in it. How much of this task the chief executive delegates and how

much responsibility he assumes will depend upon the executive, the experience

the company has had with planning, staff capabilities, and many other factors.

The lesson is clear, however: Complete delegation of planning to staff is the road

to planning failure. 2) Top management becomes so engrossed in current

problems that it spends insufficient time on long-range planning, and the process

becomes discredited among other managers and staff.” There must, of course, be

a proper blend of short- and long-range planning. Everyone recognizes that most

managers are faced with excessive demands on their time, not the least of which

is urgent, short-range problems. This fact of life, however, must not lead to the

neglect of long-range strategic planning. To do so is likely to lead to poor short-

range decisions. 3) “Failure to develop company goals suitable as a basis for

formulating long-range plans.” I was surprised to see this mistake listed so high

85

so I queried a number of respondents about it. It turned out that in many

companies objectives were set only in broad terms, such as “make the best

acquisition possible” or “optimize profits.” Other companies set unrealistic

objectives for growth, profits, share of market, and so on. In other companies

there appeared to be problems of clarification and/or agreement between central

headquarters and divisions. In some cases divisions wanted headquarters to

specify objectives for the divisions but headquarters would not do so. The results

were frustration in trying to plan. Long-range objectives should be concrete and

well understood. Failure to meet these requirements inevitably creates problems

in strategic planning. 4) “Failure to assume the necessary involvement in the

planning process of major line personnel.” Line managers at lower levels in an

organization will not spend time on projects that they do not believe top

management is thoroughly committed to doing. 5) “Assuming that corporate

comprehensive planning is something separate from the entire management

process.” 6) “Injecting so much formality into the system that it lacks flexibility,

looseness, and simplicity, and restrains creativity.” One common mistake some

large centralized companies make is to prepare a planning manual and make it

applicable to all divisions, irrespective of size, planning capabilities, culture of

the organization, and so on. Divisions, like companies, need a planning system to

fit their unique characteristics. My observation is that fewer companies fall into

this trap today than previously. 7) “Failure of top management to review with

departmental and divisional heads the long-range plans which they have

developed.” If top management does not review plans or does not tell managers

who prepared plans that they have been reviewed, managers will believe top

management does not care about their planning efforts. Review and feedback by

top management to managers making plans are essential. 8) “Top management’s

consistently rejecting the formal planning mechanism by making intuitive

86

decisions which conflict with the formal plans.” Whenever a company falls into

this error it means that the top manager is in effect delegating the planning

function to someone else and if plans do not sit well with the top executive they

are rejected. It means insufficient involvement of the top executive in the

planning process. If plans are rejected very often in such a situation they are not

likely to be prepared with care. On the other hands, a planning system must

incorporate the intuitive judgments of managers -- including top executives --

throughout its development. Formality and intuition, however, should be

balanced. The pattern should not be one of rigid, sequential steps whereby lower

level managers complete their planning and top executive then accept or reject.

This pattern is not likely to produce the best results from lower level managers

especially if the typical experience is top-level rejection.

"�� 3�

(Robinson, 2002): The single largest underlying issue to strategic planning is the

issue of resistance to change. Strategy is ultimately about the allocation of

resources to those areas that will have the greatest positive impact on allowing

the organization to fulfill its mission and move toward its vision. Consequently,

strategy has the potential to have a significant impact on the way the

organization does business. These potential changes can potentially be highly

disruptive to the status quo and are also generally unknown at the time the

commitment is made to undertake strategic planning. In other words, what we

find is that most of the barriers to planning are a result of potential or perceived

changes within the organization as the result of implementing a strategy. The

Resistance Formula: Successful Change = (A x B x D) / R. The resistance

formula’s variables stand for: A = Degree of dissatisfaction with the present

situation. B = Desire for the new situation. D = Practicability of the change

87

effort. R = Resistance (cost of change). In order for change to be successful,

there must be enough shared dissatisfaction with the status quo, a vision of how

to proceed, and knowledge of the first steps for moving ahead. If any of the

factors A, B, or D remains zero, resistance takes over and threatens the success

of the change effort (Beckhard, 1992).

(��.�� 3�

Financial resources are needed for creating a plan that requires experts, a

team, consulters whom should be paid much money to implement sufficient

strategic planning. Also, to continue strategic plan, one needs efficient managers

of considerable qualifications that requires continuous financial support.

Inadequate funding for the strategic planning processes is problem (Bryson &

Alston, 1996; Valentine, 1991). In referring to providing adequate resources for

implementation, (Brown, 1996) described some interview responses that

recommended “School districts would not engage in [strategic planning] unless

they were willing to provide sufficient funding at the sites for the implementation

of the action plans ... The district level administration talked about being

decentralized when in reality they were not willing to allocate funds to the sites

to the extent possible”.

(��.�� 3�

(Trice and Beyer, 1993) define organizational cultures as collective

phenomena that include two components: (1) Substance, an organization's

ideologies or the systems of beliefs, values and norms that are shared by its

members. (2) Forms, the observable ways members of an organization express

the organization's ideologies (i.e., the practices and behaviors of an

88

organization's members). (Trice and Beyer, 1993) state further that the

ideologies, or substance of cultures, are shared interrelated sets of emotionally

charged beliefs, values and norms that hold people in an organization together

and help them cope with work uncertainties and ambiguities. These authors also

define beliefs as expressed cause and effect relations (i.e., statements about

which behaviors will lead to which outcomes), values as expressed desires or

preferences for certain behaviors or outcomes, and norms as expressed behaviors

that are expected by organizational members. While cultural substance issues

(ideologies) are abstractions, cultural forms are concrete, observable entities

through which members of a culture communicate substance to one another.

Four categories of cultural forms are: symbols, language, narratives, and

practices. Choices of a firm’s ideologies and forms can be influenced by its

founders and managers. In particular, founders of new and small firms have

considerable control in creating the cultures of their organizations.

(Denison, 1990) Applying the organizational culture perspective to the

planning-performance relationship suggests that past planning-performance

studies have focused on forms of planning cultures, not substance. That is, past

research has concentrated on practices--use of written plan and advisors-- and

not on planning beliefs, values and norms. This recognition may be important

because small business founders/leaders will likely differ on their planning

ideologies. For example, some leaders will value formal planning, others will

not. One distinguishing feature of using an organizational culture perspective is

that both the substance and forms of planning culture are explored.

89

Strategic Planning Culture Model

Figure (5): formal strategic planning culture. Source: Philip D. Olson, Newell Gough and Donald W. Bokor. (1997). Export Planning and Performance: An Organizational Culture Perspective on Small Firms. College of Business and Economics University of Idaho. Moscow.�

90

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92

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The social, economic and political changes that have taken place all over

the world recently have created considerable concern about the role of non-profit

organizations including their various roles. Moreover, the developmental role has

acquired special interest in the third world countries whose main challenge is

development as a core of monopolizing people towards the effective

participation in the developmental process that basically depends on people and

to make these organizations as social agents for the social change. Though the

civil work has been existent since the beginning of the 18th century portraying

social, economic, political and national roles, it is still unable to be an effective

frame to achieve development in a way that shall save the entity of homeland

and its independence facing all attempts of globalization.

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This topic tackles with a realistic image for non-profit organizations in

Palestine including their numbers – their geographical and sector distribution –

their roles- their economic status- institutional structure re-women's participation

and democratic policy approached.

1. Definition: Non-profit Organization

(Al – Saied yaseen, 1997) It’s worthy mentioning that there are two major

dimensions of defining non-profit organizations: The first is broad while the

other is narrow.

93

First definition:

The first definition: states that any organization in the society is not a part of the

government, so the organizations that work in the civil society are non-

governmental. Thereby, organizations that work as political groups, labors,

syndicates, religious groups, institutions, sporting clubs, artistic & cultural

associations, vocational federations, or commercial chambers are regarded as

voluntary organizations. It’s clear that this broad definition has a problem

regarding including a great deal of various organizations that are not of joint

elements except they are all non-governmental.

Second definition:

On the other hand, the narrow definition: refers to a specific type of

organizations working in development field and advocating people to improve

their social and economic position. Yet, this definition has its own problems

since it’s so narrow beside it could be broad.

Third definition:

(Al–Saied Yaseen, 1997): The report of “non-profit organizations “which is

adopted by the Common Wealth shall formulate a definition appointing four

criteria for non-profit organizations as follows: 1) Volunteerism: It means that

all participants in those organizations including board members, members, and

beneficiaries give a portion of their time as volunteers. 2) Independence: Such

a type of organizations cannot be supervised or managed but by those who

founded them. 3) Non-profit: Profits and revenues of those are not to be

distributed on members but for the development aspired. 4) Responsible people

do not work practice personal service: Key persons must not practice activities

that violate the public interest.

94

Fourth definition:

(Thomas & David, 1986; M.D.Fottler, 1981): Defines non-profit organizations

as: Non profit organizations are private institutions work for the public service

field depending on donations, grants, and governmental allowances, but those

organizations are founded out of the governmental and legislative framework.

Fifth definition:

The Palestinian Law: It is divided into two main dimensions as follows: 1)

(The Palestinian law No.1/2000): It regards non-profit organizations as

benevolent associations, civil corporations or unions. The law� permits those

organizations to participate in commercial field and to allocate profits which are

conditioned to be spent for activities not for distribution on members. 2) (The

Palestinian law No. 18/1929): Regards those organizations as profit companies

and permits them to work in all fields where the profits allocated are spent for

the organizations development.

The researcher adopted the term “non-profit” for the fowling reasons:1) A

great deal of researchers and writers used this term in their different studies. 2)

To notify that those organizations can work for profits but not for distribution, so

they need to use strategic planning. 3) Researchers of management field use this

term else other terms.

2. Number of Non-profit organizations

NGOs working in Palestine are registered at: 1) Ministry of Interior according

to the Palestinian Law No. 1/2000. 2) Ministry of Commerce as non-profit

companies according to Companies’ Law No. 18/1929. 3) In accordance

95

with Special Law issued in the Palestinian documents. 4) Some of NGOs are

unregistered like universities. 5) What follows the PLO.

Table (1)

Number of non-profit organizations in Gaza Strip till 27/11//2006

Registered Dissolute Remained

Benevolent associations and civil institutions registered in Palestinian Ministry of Interior.

1262 382 880

Non-profit companies registered in Palestinian Ministry of Commerce.

53 3 50

Organizations registered by special law. 2 0 2

Unregistered organizations "Universities" 2 0 2

Total 1319 385 934

Source: Registration Department, (2006). Number of non-profit organizations in

Gaza Strip till 27/11//2006 . Administration for Public Affairs. Ministry of Interior. Gaza, Palestine.

Table (2)

Geographical distribution of NGOS in Gaza Strip TOWN Percentage

JABALIA 11%

GAZA 56%

DEIR EL-BALAH 11%

KHANYUNIS 14%

RAFAH 8%

Total = 880 100%

Source: Registration Department, (2006). Geographical distribution of NGOS in

Gaza Strip. Administration for Public Affairs. Ministry of Interior. Gaza, Palestine.

96

Table (3)

Geographical distribution of

NGOS in Gaza Strip working in the health sector TOWN PERCNTAGE

JABALIA 8%

GAZA 77%

DEIR EL-BALAH 5%

KHANYUNIS 5%

RAFAH 5%

Total = 38 100%



Table (4)


NGOS in Gaza Strip working in the culture sector TOWN PERCNTAGE

JABALIA 14%

GAZA 57%

DEIR EL-BALAH 15%

KHANYUNIS 8%

RAFAH 6%

Total = 85 100%



Table (5)


NGOS in Gaza Strip working in the youth sector TOWN PERCNTAGE

JABALIA 10%

GAZA 56%

DEIR EL-BALAH 11%

KHANYUNIS 18%

RAFAH 5%

Total = 84 100%



97

Table (6)


NGOS in Gaza Strip working in the agriculture sector

TOWN PERCENTAGE

JABALIA 22%

GAZA 28%

DEIR EL-BALAH 9%

KHANYUNIS 38%

RAFAH 3%

Total = 37 100%



Table (7)


NGOS in Gaza Strip working in the environment sector TOWN PERCNTAGE

JABALIA 9%

GAZA 46%

DEIR EL-BALAH 18%

KHANYUNIS 18%

RAFAH 9%

Total = 15 100%



Table (8)


NGOS in Gaza Strip working in the women sector TOWN PERCNTAGE

JABALIA 8%

GAZA 48%

DEIR EL-BALAH 16%

KHANYUNIS 20%

RAFAH 8%

Total = 55 100%



98

Table (9)


NGOS in Gaza Strip working in the human rights sector

TOWN PERCNTAGE

JABALIA 20%

GAZA 60%

RAFAH 20%

Total = 5 100%



Table (10)


NGOS in Gaza Strip working in the education sector

TOWN PERCNTAGE

JABALIA 12%

GAZA 58%

DEIR EL-BALAH 6%

KHANYUNIS 24%

Total = 21 100%



Table (11)


NGOS in Gaza Strip working in the social sector

TOWN PERCNTAGE

JABALIA 14%

GAZA 46%

DEIR EL-BALAH 12%

KHANYUNIS 16%

RAFAH 12%

Total = 427 100%



99

Table (12)


NGOS in Gaza Strip working in the civil society sector

TOWN PERCNTAGE

JABALIA 1%

GAZA 91%

DEIR EL-BALAH 3%

KHANYUNIS 5%

Total = 85 100%



Table (13)


NGOS in Gaza Strip working in the international sector

TOWN PERCNTAGE

GAZA 92%

DEIR EL-BALAH 8%

Total = 28 100%



3. Roles of non-profit organizations and target groups:

There is a relation between the economic, social, political in the Palestinian

authority and the activities conducted by the non-profit organizations whereas

economic burdens and rise of poverty and unemployment make these

organizations offer services instead of the Palestinian authority. The following

rates point out the fields targeted by these organizations in comparison with rates

in some Arab countries (Al-Baz and others, 1997).

Benevolent assistance: Egypt 70%, Lebanon47%, Sudan 41%, Palestine

47%; Health Services: Egypt 43%, Lebanon 49%, Sudan 57, Palestine 45%;

Benevolent assistance and social care: Egypt 65%, Lebanon64%, Palestine

80%; Religious awareness and Quran Memorization: Egypt 44%, Lebanon

25%, Sudan 27%, The Gulf countries 18%, and no percentage rate in Palestine;

Cultural activities of youth: Morocco 54%, and 30% percentage in Palestine

100

(the general union of culture centers, 2006) ; Activities of youth and children:

The percentage of target group is successively 45% , 41% , and no percentage in

Palestine; Despite the importance of development in Palestine , the interest of

non-profit organizations regarding development still low of 16% . Also, it has

been observed that developmental vision of people working in these

organizations is absent where all activities conducted under the framework of

development are partial ones that could improve target groups within a short-

term range, but they do not contribute to changing strengthening the target

groups; the percentage of women's activities has reached 19%. The activities are

the services concerned with woman and changing improving their standards of

living as well as indulging them in the partial developmental process mentioned

above. The activities of women related to women's issue that aims to achieve

equality between genders has reached 7%; Paucity of protective activities like

environment, woman, and human rights when compared with else activities

conducted by the non-profit organizations indicates that such activities have

monetary vision met by governmental rejection (Al-Baz and others, 1997).

4. Economic Magnitude of Non-profit Organizations in Palestine:

(Salmoon, 1994): To measure the economic magnitude of organizations

seems difficult owing to the difficulty to depend on indicators approached by

developed countries like the economic value of activities offered by the

organizations, state of paid work, voluntarism and the volume of current

expenditures of non-profit sector, which totally present the economic value of

non-profit organizations in Palestine. Due to shortage in previous data, poor

accounting techniques used in non-profit organizations and the Palestinian

Authority institutions and excluding accounts of non-profit organizations from

the national income accounts, the researcher has satisfied to use the budget

101

magnitude of the organization as an indicator of the economic magnitude. The

organization is considered as the sources and current expenditures. In spite of

difficulties in this regard, it could be possible to explain the rates tables No. (14;

15) of economic magnitude in comparison with many Arab countries:

Table (14)

Economic magnitude in Gaza Strip

Annual income

NIS

Frequency Percent Valid Percent Cumulative

Percent

0 – 50000 333 50.1 50.1 50.1

50001 – 200000 140 21.1 21.1 71.1

200001 – 800000 106 15.9 15.9 87.1

800001 – 3200000 54 8.1 8.1 95.2

3200001 – 12800000 23 3.5 3.5 98.6

> 12800000 9 1.4 1.4 100.0

Total 665 100.0 100.0 Source: Audit Department, (2006). Economic magnitude in Gaza Strip

Administration for Public Affairs. Ministry of Interior. Gaza, Palestine.

Table (15)

Economic magnitude in Arab Countries

Percent

Annual income

33% Organizations are of a budget less than 5000$ annually 25% Organizations are of a budget ranging from 5000 to 25000$ annually 9% Organizations exceed 500,000 $ annually

Source: Shadia Al-Baz and others, (1997). Non-profit organization on the brinks of

21 century. Cairo Conference for Arab non-profit organizations. Cairo, Egypt

5. Institutional Structure and Women's Participation:

Information about women's participation is apparently rare. Despite the

information and statistical favoritism against the woman, it could be assured that

the percentage of masculine participation is higher in all types of membership in

organization while women are privileged in paid executive works. Regarding to

membership, the gap differs where it reached 22% in Palestine taking in

102

consideration the relation between woman's membership in board of directors

and the organization vitality (Al-Baz and others, 1997).

6. Relation between paid people and volunteers:

Wherein relations among workers in organizations are harmonious, the

work is more sufficient and effective and the importance of this relation is

increasing seeking to elevate the voluntary sense in this sector. It has been

significantly appointed that there is a conflict between employees and volunteers

in 11% of the organization though the conflict is higher than the mentioned rate

(Shadia Al-Baz and others, 1997)..

7. Democracy in Non- profit Organizations:

(Al-Monsf Wanas, 1997) The main goal of the civil community

organizations is to foster democratic participation. Consequently, the democratic

practice regarded a very essential element for the mechanism of organizations

work (Al-Baz and others, 1997). Some of the most significant indicators for

democratic practice are:

The way the officials reach their standings: It refers to the dominance of

elections approach for the board of directors and the chairman for 92%.

However, this percentage does not reflect usually the existence of democratic

basics that the elections are along model leading the same leaders to stay in

their positions.

Average of rotation in decision–making positions that what is allocated

after the period the official spends: 82% of the organizations have been

charged by 1-5 persons since it was established taking in consideration the

organization age and the average of years spent by the chairman in his

standing.

103

Number of board of directors and number of meetings of the board and the

general assembly: There is a term of dissimilarity of board members'

number; it has been so high in Palestine additionally to the increasing number

of the board meetings. Although the general assembly is the tool of

democracy in the civil community, its role is still marginalized that makes the

decision-making is monopolized by the chairman and the board directors. To

sum up what has been mentioned above, the democratic practice in the non-

profit organizations is still conducted nominally and the monopoly by certain

persons is obvious.

%� ��$�� 3�"��

1. Relation of civil organizations with the state.

(Al-Monsf Wanas, 1997) The independence of the civil organizations

from the Palestinian National Authority depends on two elements: the nature of

political system of authority and the average of development and growth of

civil community organizations. It should be asserted that the relation between

the authority and the civil community is dialectic based on the mutual influence

and the development through the conflict and its mechanisms which change and

develop concurrently with changes of economic, social, political and cultural

circumstances in the society.

(Al-Baz and others, 1997): The rate of rejecting people for the law issued

by the Palestinian Authority is increasing to 61%, though 68% regarded the law

apt and achieving the desirable independence, 15 % asserted that it is

unnecessary to change the law, while the rate is increasing for the favor of those

who were calling for changing the law either partially or totally 82%, it actually

reflects the desire for real change, the callers for change focused on giving much

freedom, democracy and independence for the civil organizations.

104

(Al-Monsf Wanas, 1997) Though the law is the main tool for the state to

dominate the civil organizations, and the relation between the state and the civil

organizations, is determined by many factors, particularly the government and

individuals deal with the law functionally, where the former abides its items or

neglects many provisions and individuals resort to fulfill their own goals,

exploiting the gaps or the personal relations with influential people. In spite of

the significance of changing the law, it is not enough to give a push, to the civil

organizations without ensuring democratic, atmosphere as well as to treat with

the other concerns of the sector.

(Al-Baz and others, 1997) Most civil organizations, 82% correlate with the

supervision of the government, while 35% have a work relation. The government

appoints around 7% in the civil organizations and it satisfies the demands of

44% of these organizations.

The absence of monetary vision is observed regarding people working in

the civil organizations. The following is to be taken deeply into account: 1)

There is a considerable slide among educated people call for the independence of

the civil organizations and for more democracy. 2) The Palestinian National

Authority' and Arab countries' positions towards the civil organizations is

double. They aspire to activate the civil sector and on the other hand, they seek

to dominate this sector. Therefore, they approach this relation in selective

functional methods according to conditions and aims. 3) The influence of

external factor which is incarnated in the international interest about the civil

organizations had an optimal impact on the relation between the authority and

the civil organizations. That was clear after the change of the governmental

105

speech regarding the civil organizations. 4) The overall frame of this relation

reflects the absence of apartheid boarders between the civil work and the

governmental one that neglects independence as very important stipulation for

effective civil sector.

2. The Relation between Non-profit organizations and foreign authorities: What is meant by this relation? It is the relation of civil organizations in

Palestine with the foreign authorities, which include the international civil

organizations, the United Nations agencies, and the Arab funding

organizations.

Recognizing the difference of activities funded by foreign organizations,

they are joint in achieving the following aims: Acceleration towards transferring

the Palestinian economy into market system. B) Working on decreasing the

central role of the state through developing decentralization. C) Encouraging the

civil organizations which adapt the liberal economic and political concept

especially those organizations which call for democracy and human rights,

additionally to support many of them against the state or the authority. D)

Assigning much focus on the projects that can be evaluated quantitatively with

rapid outputs with no concentration about building organizations capabilities. E)

Some funding organizations practice methods of guardianship on the target

organizations.

(Al-Baz and others, 1997) The average of cooperating with foreign

authorities varies where the big portion for the international civil organizations is

45% then the organizations of the United Nations 35%. Meanwhile, cooperation

with the Arab organizations and associations is low if compared with the foreign

side. This can be attributed to the lack of awareness about the role of civil

organizations in Palestine and the Arab region in general.

106

Funding projects is the most important form of cooperation with foreign

organizations; after that, it is the role of support of technical and consultative

experience. There is a big attention assigned by the foreign organizations, to

benefit to make full advantage, of the cooperation with civil organizations,

through appointing employees receiving wages of 10%, besides stipulating to

buy equipments and supplies from their original countries of 29%. Despite the

above mentioned observations about this relation, 18% of the civil work

organizations regard the relation equivalent, 70% regard it beneficial regardless

of its mechanisms and outputs, while 11% consider it dominated by the foreign

party.

3. The relation of civil organizations with target groups:

(Al-Baz and others, 1997): The relation with target groups is tackled

through three variables: If those who work in these organizations consult with

target groups about their needs; their beliefs about these groups whether they are

able to specify their needs; and their inability to do so. This relation is

characterized by guardianship, and superior view, that does not trust target

groups to specify their needs, owing to their weak awareness. This reflects the

monopolistic approach of organizations regarding awareness, knowledge and

decision-making. Apparently, these methodologies lead to devote the role of

target groups, to be merely as receivers of assistance that contradicts the

requirements of development which need real participation of these target

groups. The nature of such relations might refer to the heritage of Arab civil

work that has been connected with charitable actions and benevolence

considering these groups needy rather than participating party. Furthermore, the

107

relation is also attributed to the sovereignty of service and care function over

than the developmental concept in the Arab civil organizations.

��

Discussing this problem faces many difficulties more especially the

difficulty to attain credible, besides hiding this information by the civil

organizations, the donators, or the government. Moreover, the problem of

funding requires the methodology that concentrates on the economic side of civil

work.

(Al-Baz and others, 1997): Resources of fund for the civil organizations

are categorized into: auto-resources, governmental resources and foreign

resources. It is noticeable that the volumes of such resources vary from one

society to another and from an epoch to another that reflects political, economic

and cultural circumstances and inclinations of the society within a certain era of

time. This difference has also a prominent impact on the features and the

structure of the civil sector, its role and the interactions that exist between it and

the other working parties in the society.

(Faread Qurashy, 1997): Although all civil organizations share fund

resources including all types mentioned, it has been observed that the relative

volume of each resource varies according to the economic, social and political

conditions as well as the role played by the civil organizations. Auto-resources

are represented in memberships, production sold, activities revenue, donations

and unconditional gifts. The percentage of services revenue has reached 68 % in

Palestine where the civil organizations sell services instead of the Palestinian

National Authority while the donations have been 73%.

108

The governmental resources represented in annual subsidies, projects

funds, assisting organizations with employees and experts has declined because

of the hard circumstances that the Palestinian Authority is witnessing, if

compared with other Arab countries where the percentage has been 67% in The

Arab Gulf, 86% in Tunisia, 50% in Egypt and 8% in Sudan (Shadia Al-Baz and

others, 1997). Private sector contribution: This contribution is low since the

sector is newly specified that does not give any chance to the capitalist class

which recognizes its social role. (Shadia Al-Baz and others, 1997) The foreign

fund represented in foreign countries and states, international civil organizations

and the United Nations has reached 75% in Palestine while the Arab contribution

has been poor as 37% for the Arab contributions are directed mainly for the

government concurrently with the weak awareness about civil work. The foreign

fund is still the demand of 50% of the Palestinian organizations though 82%

know resources of the foreign fund, 74% know resources of the Arab fund, but

64% do not know how to contact with fund resources.

Finally, the variety of fund resources or the inability of organizations to

rely on the auto fund creates responsibility accounting. The sides of this issue are

represented in the State, donators, the general assembly members, or the society

target groups.

��

��

1. Difficulty of establishing a new organization: Beside the political and

security obstacles regarding establishing a new organization, the lack of

awareness about the civil work has led to shortage in information needed for

citizens where the percentage is 70%. The difficulties are incarnated in

expenditures of foundation, its procedures, headquarter, and lack of

109

awareness regarding the foundation itself. Table No. (16) shows registration

since the existence of the Palestinian Authority till 27/11/2006.

Table (16)

Registration since

the existence of the Palestinian Authority till 27/11/2006 Year Registered Associations

Before the Palestinian Authority 88

1994 36

1995 84

1996 113

1997 92

1998 69

1999 5

2000 60

2001 134

2002 101

2003 97

2004 68

2005 85

2006 180

1262

Source: Registration Department, (2006). Registration process since the existence of

the Palestinian Authority till 27/11/2006 Administration for Public Affairs. Ministry of Interior. Gaza, Palestine.

2. Institutional( needs and problems) and performance efficiency: The civil

work is distinguished rather than administrative work, public sector, and private

sector, that it innovates new fields of work and more dynamic, additionally to

its ability to interact with the society groups and to satisfy their needs.

Conducting a study in Palestine and other Arab countries, it was proved that the

high averages are the needs of experiences related to increase the organization

income, like international and Arab cooperation 54%, fund raising 47%,

marketing 42%, media and public relations 42%, training 44% and searching

experiences 40%. It was also observed that there has been big shortage in

capabilities and administrative skills.

110

3. Organizations Efficiency in work planning: The used indicator to measure

efficiency is the organization adherence of submitting follow up reports based

on a previously allocated plan and the plan success in achieving its goals.

Reasons for failure in planning and goals are the limitation of fund and

shortage of time as well as the inability to implement plans qualitatively. This

asserts the relation between performance efficiency and capabilities mentioned

above. Table No. (17) shows number of dissolute non-profit organizations in

Gaza Strip since the Palestinian Authority existed tell 27/11/2006.

Table (17)

Number of dissolute non-profit organizations

in Gaza Strip since the Palestinian Authority existed

382 Dissolute civil organizations and charitable

associations till 27/11/2006

Source: Registration Department, (2006). Number of dissolute non-profit

organizations in Gaza Strip since the Palestinian Authority existed till 27/11/2006. Administration for Public Affairs. Ministry of Interior. Gaza, Palestine.

4. Problem of Volunteerism: In spite of the increasing attitude in

approaching the paid work in civil organizations all over the world, the

voluntary element is still on of the most important in this sector which is

often called "Voluntary Sector". Volunteerism contributes economically

through the unpaid work force. It also devotes the social and cultural values

that related to belonging to homeland and society. The average of

volunteerism is attributed to economic and political conditions in the society

and their reflection on individuals. Non-profit organizations suffer from the

total decline of volunteers or 50% owing to burdens, shortage of time,

preference to work for money, decrease of volunteerism values and some

traditions regarding women.�

111

��

Chapter 6 �

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112

Chapter 6

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113

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This chapter discusses methods and procedures that were followed by the

researcher in implementing this study through the approached methodology,

resources of data collection, describing and determining society of the study.

Moreover it discuss the toll of the study and assuring its validity and reality and

finally the statistical methods were used to analyze data.

'��

The researcher uses the descriptive and analytical analysis method in

order to study the barriers of using and practicing strategic planning, in non-


"�� 3�

Primary resources: the primary information were collected via using the

main tool of the study which is a questionnaire designed to serve the goals of the

study and then distributing this questionnaire samples on top management

individuals in the non-profit organizations in Gaza Strip .

Secondary resources: they could be represented in books, studies,

periodicals, and leaflets that have a relation between strategic planning and the

non-profit organizations.

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114

��3�

Table (18)

Society of the study

Registered till

31/12/2005

Benevolent associations and civil institutions registered in Palestinian Ministry of Interior.

698

Non-profit companies registered in the Palestinian Ministry of Commerce.

40

Organizations registered by special law. 2

Unregistered organizations "Universities" 2

Total 742

Source: Registration Department, (2006). Number of dissolute non-profit

organizations in Gaza Strip since the Palestinian Authority existed till 27/11/2006. Administration for Public Affairs. Ministry of Interior. Gaza, Palestine.

The table above shows the society of the study as the following:

� 698 Benevolent associations and civil institutions registered in Palestinian

interior ministry till 31/12/2006.

� 40 Non-profit companies registered in the Palestinian Ministry of

Commerce till 31/12/2005.

� 2 Organizations registered by special law.

� 2 Unregistered organizations "Universities".

� Totally, the society of the study consists of the top management

individuals in 742 non-profit organizations in Gaza Strip.

The researcher used the method of complete survey for all non-profit

organizations (742); There were (665) received questionnaires valid for analysis;

while (24) questionnaires were neglected because of its invalidity for analysis;

the rest (53) questionnaires were not received, owing to indifference of some

organizations about responding questionnaires.

�

�

�

115

��3��

The researcher used the questionnaire as a tool for primary data collection

of a direct relationship with the subject of the study. Meanwhile, regarding the

goals of the study, the questionnaires were divided into six parts as the

following:

Part 1: Personal traits

� A question about the gender information. The question consisting of one

clause: - (Gender).

� A question about individual’s qualification. The question consisting of five

clauses: 1- (Less than Secondary); 2- (Secondary); 3- (Bachelor); 4-

(Master); 5- (PHD).

� A question about the strategic planning experiences. The question

consisting of two clauses: 1- (Yes, No); 2- Volume of the experiences.

Part 2: According to (Duane and Bartel, 2004), it consists of six

questions inquiring Strategic planning practices and they are as the

following:

� A question about formal strategic planning that stipulated with existence

of written strategic plan for three years at least where (Yes, No) measures

were conducted to measure sample individuals’ responses.

� Two questions about practicing concepts of strategic organizations in the

organizations. The first question consists of 20 clauses while the other

consists of 11 clauses where Lekrt’s fivefold scale was conducted to

measure samples individuals’ responses as the following:

116

Clauses

To

tall

y

agre

e A

gre

e N

eutr

al

Dis

agre

e

To

tall

y

dis

agre

e

� A question about the personal role in the formal strategic planning. It

consists of 7 clauses where (Yes, No) measures were conducted to

measure sample individuals’ responses.

� A question about using strategic planning activities. It consists of 13

clauses where (Yes, No) measures were conducted to measure sample

individuals’ responses.

� A question of participation in strategic planning at all levels. It consists

of 8 clauses where (Yes, No) measures were conducted to measure

sample individuals’ responses.

Part 3: It measures the barriers of using and practicing the formal strategic

planning related to the top management in non-profit organizations in Gaza

Strip. The aspect consists of 6 questions.

� A question that measures the level of knowledge about the formal

strategic planning (Henrik Barth, 2003), the question consists of three

open questions: (1) How often did you analyze your competitors,

customers, suppliers, etc. during the last three years? (2) How often did

you conduct a type of strengths, weaknesses, opportunities, and threats

(SWOT) analysis on your firm during the last three years? (3) Based on

this information, did you modify your existing strategic plan (or

develop a new strategic plan) during this period? ) where the answers

were jotted down in reference to Lekrt’s fivefold scale about samples


117

� A question that measures the top management awareness (Jeff Hiatt,

1996). It consists of 9 clauses where Lekrt’s fivefold scale was

conducted to measure samples individuals’ responses.

� A question that measures the top management support in strategic

planning. This question consists of 5 clauses (Stiner, 1979) where

Lekrt’s fivefold scale was conducted to measure samples individuals’

responses.

� A question that investigates the top management commitment about the

formal strategic planning (Armstrong, J. S. 1982), including 4 clauses

where Lekrt’s fivefold scale was conducted to measure samples


� A question that measures the conflict among top management

individuals. It includes 5 clauses where Lekrt’s fivefold scale was

conducted to measure samples individuals’ responses

� A question that measures the resistance to the formal strategic

planning (Beckhard, 1992). The question consists of 4 clauses where

Lekrt’s fivefold scale was conducted to measure samples individuals’

responses.


planning the barriers related to the resources in non-profit organizations in

Gaza Strip. The aspect consists of 4 questions.

� A question that inquires the planning team and it consists of 3 clauses:

1-(Yes, No) scale to measure sample individuals responses regarding the

existence of this team. 2- Responses were regarding number of members

118

in the team. 3- It is related to the educational qualifications of the team

members.

� A question that measures the existence of managers with formal

management qualifications. The question consists of two clauses: 1-

(Yes, No) scale about the existence of managers with formal

management qualifications. 2- Appointing (1, 0) degrees: (1) for the apt

qualification and (0) for unsuitable one.

� A question that investigates appointing financial resources for strategic

planning by the organization. The question consists of two clauses: 1-

(Yes, No) scale for appointing financial resources in the annual budget.

2- Volume of sums by $ per annum.

� A question that investigates allocating time for strategic planning by top

management individuals. The question consists of two clauses: 1- (Yes,

No) scale of allocating time. 2- Volume of time allocated per month.


planning the barriers related to the organization in non-profit organizations in

Gaza Strip. The aspect consists of 4 questions.

� A question that investigates strategic planning culture (Olson and

Bokor, 1997). Including five clauses where Lekrt’s fivefold scale was

conducted to measure samples individuals’ responses.

� A question that measures adequacy of the organizations goal for strategic

planning. The question consists of 16 clauses where Lekrt’s fivefold

scale was conducted to measure samples individuals’ responses

(Excellence in Strategic Planning, 2004).

119

Part 6: It measures the formal strategic planning Implementation barriers

in non-profit organizations in Gaza Strip. The aspect consists of 4 questions.

� A question that investigates strategic implementation barriers

( O’Regan and Ghobadlian 2002), including 5 clauses where Lekrt’s

fivefold scale was conducted to measure samples individuals’ responses.

1�� 5��3�

The researcher assessed the content validity and reliability of the

questionnaire by two ways which are as follows:

1) Arbitrating the questionnaire:

Distributing the questionnaire to a group of arbitrators containing 10 academic

professors from the Palestinian Universities from faculty of commerce and

others who have wide experience in subject of the research.

The researcher has modified, deleted, and added the necessary parts of the

questionnaire in response to the group's suggestions, the parts were accepted if 9-

10 of arbitrators agreed with, and have modified if 6-8 of arbitrators agreed with,

and rejected if less than 6 of arbitrators agreed with, and the questionnaire

appeared so in its shape, see appendixes No. 1.

2) Pilot study:

After the preliminary testing, a pilot study was conducted to evaluate the

questionnaire; the researcher distributed the questionnaire to a sample of 30

persons. Generally speaking, it appeared that respondents had no difficulty in

understanding the items or the instructions to complete the questionnaire. The

researcher has tested the internal harmony of the questionnaires by calculating

the correlation coefficients between each item and the related items field.

120

The correlation coefficients

Q5: Practicing strategic planning issues

Table (19) clarifies the correlation coefficients between the items of Practicing

strategic planning issues and the average of the related section, coefficients

denoted significance at 0.01 or 0.05 level, which means a content validity of this

section of the questionnaire for what is being measured.

Table (19)

Correlation coefficients between items

and their related section (Practicing strategic planning issues)

5

Practicing strategic planning issues

S

pea

rman

corr

elati

on

P-v

alu

e

Sig

./N

o s

ig

5.1 Organization’s leaders speak frequently about the organization's history, mission, and future.

�V�� V� Sig. at 0.01

5.2 Other organization professionals in this organization speak frequently about the organization's history, mission, and future.

�V�� V� Sig. at 0.01

5.3 Organization listens attentively to the people and communities it serves.

�V�� V� Sig. at 0.01

5.4 Organization makes good use of the guidance it receives from the public to shape its programs.

�V�� V� Sig. at 0.01

5.5 When the public's input indicates the need for new research, organization finds ways to get that research done.

�V�� V� Sig. at 0.01

5.6 Organization professionals are developing innovative programs.

�V�� V� Sig. at 0.01

5.7 Organization professionals are developing programs around new topics.

�V�� V� Sig. at 0.01

5.8 Organization professionals in this organization are trying out new ways to deliver programs.

�V�� V� Sig. at 0.01

5.9 Organization professionals are developing ways to serve previously under-served citizens.

�V�� V� Sig. at 0.01

5.10 Organization is helping to educate people about issues that concern the public.

�V�� V� Sig. at 0.01

5.11 organization is helping to develop solutions to issues that concern the public needs

�V�� V� Sig. at 0.01

5.12 organization is able to respond quickly to society �V� �V� Sig. at 0.01

121

5


Sp

earm

an

corr

elati

on

P-v

alu

e

Sig

./N

o s

ig

needs

5.13 Organization is able to respond quickly to develop and deliver programs when an issue is time-sensitive.

�V�� V� Sig. at 0.01

5.14

Organization is providing staff development activities that help to prepare our professionals to work effectively with particular segments of the population that are growing

�V�� V� Sig. at 0.01

5.15 Organization uses new communication technologies when appropriate.

�V�� V� Sig. at 0.01

5.16 Organization maintains financial reserves that could help it overcome hard times.

�V�� V� Sig. at 0.01

5.17 Organization demonstrates the capacity to find financial resources to support new and timely programs.

�V�� V� Sig. at 0.01

5.18 Since 2003, organization has modified its programs to adequately address the emerging realities of global production and marketing.

�V�� V� Sig. at 0.01

5.19 Since 2003, organization has modified its delivery methods to fully tap the potential of new electronic media to deliver information.

�V�� V� Sig. at 0.01

5.20 Since 2003 organization has increased its ability to address the specific needs of individual clients.

�V�� V� Sig. at 0.01

The value of r at degrees of freedom 48 and sig. level 0.05 = 0.273 The value of r at degrees of freedom 48 and sig. level 0.01 = 0.354

Q6: Practicing strategic planning issues

Table (20) clarifies the correlation coefficients between the items of the

Practicing strategic planning issues and the average of the related section,

coefficients denoted significance at 0.01 or 0.05 level, which means a content

validity of this section of the questionnaire for what is being measured.

122

Table (20)

Correlation coefficients between

items and their related section (Practicing strategic planning issues)

6


Sp

earm

an

corr

elati

on

P-v

alu

e

Sig

./N

o s

ig

6.1 Organization spends more staff time on organization programs now than it did in 2003.

�V�� V� Sig. at 0.01

6.2 Since 2003, organizations have been successful in expanding its programming in urban areas.

�V�� V� Sig. at 0.01

.6.2 The percentage of organization’s total programming time this year that is going into programs is bigger than it was in 2003

�V�� V� Sig. at 0.01

6.4 Over the last three years, organization has increased its capacity to help peoples manage themselves.

�V�� V� Sig. at 0.01

6.5 Cooperative organization is building its future workforce by promoting organization careers among university students in appropriate departments.

�V�� V� Sig. at 0.01

6.6 Cooperative organization is successful at forming collaborations with other organizations in order to improve effectiveness and efficiency.

�V�� V� Sig. at 0.01

6.7 Cooperative organization has a group of supporters who are willing and capable at speaking out in behalf of organization and its funding needs.

�V�� V� Sig. at 0.01

6.8 the public understand what organization does �V�� V� Sig. at 0.01

6.9 Everything that organization does is done well. �V�� V� Sig. at 0.01

6.10 Decisions about what programs organization will and won't do are guided by a strong sense of the organization mission.

�V�� V� Sig. at 0.01

6.11 Organization people are committed to adapting its programs and methods to the changing times.

�V�� 5�� Sig. at 0.01


Q7: Personal role in strategic planning


Personal role in strategic planning and the average of the related section,

123

coefficients denoted significance at 0.01 or 0.05 level, which means a content

validity of this section of the questionnaire for what is being measured

Table (21)


and their related section (Personal role in strategic planning)

7

Personal role in strategic planning

Sp

earm

an

corr

elati

on

P-v

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Sig

./N

o s

ig

7.1 Provided leadership for the overall process �V�� V� Sig. at 0.01

7.2 Attended one or more meetings �V�� V� Sig. at 0.01

7.3 Provided information, ideas or opinions �V�� V� Sig. at 0.01

7.4 Provided names of stakeholders who should be involved �V�� V� Sig. at 0.01

7.5 Was involved in top-level decisions about strategic choices

�V�� V� Sig. at 0.01

7.6 Was involved in communicating the planning process outcomes to others

�V�� V� Sig. at 0.01


Q8: Using strategic planning activities

Table (22) clarifies the correlation coefficients between the items of the Using

strategic planning activities and the average of the related section, coefficients


section of the questionnaire for what is being measured

124

Table (22)


and their related section (Using strategic planning activities)

8

Using strategic planning activities

Sp

earm

an

corr

ela

tio

n

P-v

alu

e

Sig

./N

o s

ig

8.1 External environmental scanning: explicitly identifying issues that affect us.

�V�� V� Sig. at 0.01

8.2 Eternal environmental scanning: explicitly identifying issues that affect us.

�V�� V� Sig. at 0.01

8.3 Having a written "external" vision: how things will be different for the people of our state as a result of our efforts.

�V�� V� Sig. at 0.01

8.4 Clear statement of the organization's mission. �V�� V� Sig. at 0.01

8.5 Identifying our organization's strengths and weaknesses. �V�� V� Sig. at 0.01

8.6 Identifying opportunities and threats. �V�� V� Sig. at 0.01

8.7 Having a written "internal" vision : how the organization will look, and how it will be different, in order to carry out its strategic plan.

�V�� V� Sig. at 0.01

8.8 Periodic planning (for example, every four years) that aligns our programs to current circumstances, consistent with our long-term mission.

�V�� V� Sig. at 0.01

8.9 Ongoing adjustment of programs in accordance with changing needs.

�V�� V� Sig. at 0.01

8.10 Customer questionnaires focus groups, and/or other means to incorporate customer feedback into program planning.

�V�� V� Sig. at 0.01

8.11 Procedures for expanding strong programs so that they reach a significant percentage of the people who would benefit from them.

�V�� V� Sig. at 0.01

8.12 Procedure for closing out or spinning off programs which have served their purpose or are not producing sufficient positive results consistent with mission.

�V�� V� Sig. at 0.01

8.13 Procedure to assure that sufficient time, money, and other resources are flowing to the programs that are most closely aligned with the organization's mission and strategy.

�V�� V� Sig. at 0.01


125

Q9: Perceived involvement in strategic planning


Perceived involvement in strategic planning and the average of the related

section, coefficients denoted significance at 0.01 or 0.05 level, which means a

content validity of this section of the questionnaire for what is being measured

Table (23)


and their related section (Perceived involvement in strategic planning)

9

Perceived involvement in strategic

planning

S

pea

rman

corr

elati

on

P-v

alu

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Sig

./N

o s

ig

9.1 Organization's top leadership �V�� V� Sig. at 0.01

9.2 Organization's specialists �V�� V� Sig. at 0.01

9.3 Organization's paraprofessionals �V�� V� Sig. at 0.01

9.4 Organization's program participants �V�� V� Sig. at 0.01

9.5 Members of historically deserved groups �V�� V� Sig. at 0.01

9.6 Members from other organizations �V�� V� Sig. at 0.01

9.7 Members from General Assembly �V�� V� Sig. at 0.01

9.8 Other Academic Professors �V�� V� Sig. at 0.01


10: The knowledge about the formal strategic planning


knowledge about the formal strategic planning and the average of the related

section, coefficients denoted significance at 0.01 or 0.05 levels, which means a


126

Table (24)


and their related section (Managerial skills about strategic planning)

10

The knowledge about the formal strategic

planning

Sp

earm

an

corr

elati

on

P-v

alu

e

Sig

./N

o s

ig

10.1 How often did you analyze your competitors, customers, suppliers, etc. during the last three years?

�V�� V� Sig. at 0.01

10.2 How often did you conduct a type of strengths, weaknesses, opportunities, and threats (SWOT) analysis on your firm during the last three years?

�V�� V� Sig. at 0.01

10.3 Based on this information, did you modify your existing strategic plan (or develop a new strategic plan) during this period?

�V�� V� Sig. at 0.01


Q11: Top management awareness about the formal strategic planning

Table (25) clarifies the correlation coefficients between the items of the Top

management awareness and the average of the related section, coefficients

denoted significance at 0.01 or 0.05 level, which means a content validity of

this section of the questionnaire for what is being measured

127

Table (25)


and their related section (Awareness about strategic planning)

11

Top management awareness

Sp

earm

an

corr

elati

on

P-v

alu

e

Sig

./N

o s

ig

11.1 Work dose not go on day-by-day, and the urgent and pressing needs of today's problems can not be totally absorbing

�V�� V� Sig. at 0.01

11.2 Many initiatives are not underway, with much activity producing many results.

�V� �V� Sig. at 0.01

11.3 Improvement initiatives seem to be related, with each group doing their own thing

�V�� V� Sig. at 0.01

11.4 There are developmental initiatives in the organization since it works in an ideal way.

�V�� V� Sig. at 0.01

11.5 When time comes to prioritize opportunities and allocate investment dollars, it is clear how much money to give to whom and what is the most important thing to work.

�V�� V� Sig. at 0.01

11.6 It is easy to tell when you are successful - roadmap exists to chart your progress

�V�� V� Sig. at 0.01

11.7 It is apparent whether the current activities will take the organization where you need to go, because every one is quite sure where that is.

�V�� V� Sig. at 0.01

11.8 You or your organization does not spend most of your time reacting to crisis.

�V�� V� Sig. at 0.01

11.9 The organizations run programs and activities for many reasons

�V�� V� Sig. at 0.01


Q12: top management support of strategic planning

Table (26) clarifies the correlation coefficients between the items of the top

management support of strategic planning and the average of the related



128

Table (26)


and their related section (top management support of strategic planning)

12

Top management support of strategic

planning

Sp

earm

an

corr

elati

on

P-v

alu

e

Sig

./N

o s

ig

12.1 Top management’s assumption cannot delegate the planning function to a planner.

�V�� V� Sig. at 0.01

12.2

Top management does not become so engrossed in current problems that it spends sufficient time on long-range planning, and the process becomes credited among other managers and staff.

�V�� V� Sig. at 0.01

12.3 Success to use plans as standards for measuring managerial performance

�V� �V� Sig. at 0.01

12.4 Assuming that corporate comprehensive planning is not some-thing separate from the entire management process

�V�� V� Sig. at 0.01

12.5 Top management is not consistently rejecting the formal planning mechanism by making intuitive decisions, which conflict with the formal plans.

�V�� V� Sig. at 0.01


Q13: Top management commitment to Strategic planning


commitment to Strategic planning and the average of the related section,

coefficients denoted significance at 0.01 or 0.05 level, which means a

content validity of this section of the questionnaire for what is being

measured

129

Table (27)


and their related section (commitment to Strategic planning)

13

Top management commitment to

Strategic planning

Sp

earm

an

corr

ela

tion

P-v

alu

e

Sig

./N

o s

ig

13.1 Beneficiaries, donors and local community share in appointing the goals.

�V�� V� Sig. at 0.01

13.2 You are participating in the generating strategies �V�� V� Sig. at 0.01

13.3 You are participating in the evaluating strategies �V� �V� Sig. at 0.01

13.4 You are participating in the monitoring system that provides relevant and accuracy feed back

�V�� V� Sig. at 0.01


Q14: The conflict among the top management

Table (28) clarifies the correlation coefficients between the items of the conflict

among the top management and the average of the related section, coefficients


section of the questionnaire for what is being measured

130

Table (28)

Correlation coefficients between

items and their related section (conflict) among top management

14

The conflict among the top management

Sp

earm

an

corr

elati

on

P-v

alu

e

Sig

./N

o s

ig

14. Relationship among top management members is characterized by competition

�V�� V� Sig. at 0.01

14.� Relationship among top management members is characterized by conflict

�V�� V� Sig. at 0.01

14.� Relationship among top management members is characterized by hostility

�V�� V�� Sig. at 0.05

14.� Relationship among top management members is not characterized by participation

�V �V� Sig. at 0.01

14.� Relationship among top management members is not characterized by cooperation

�V�� V� Sig. at 0.01


Q15: The resistance to the formal strategic planning Table (29) clarifies the

correlation coefficients between the items of the Resistance for strategic

planning and the average of the related section, coefficients denoted significance

at 0.01 or 0.05 levels, which means a content validity of this section of the

questionnaire for what is being measured

131

Table (29)


and their related section (Resistance for strategic planning)

15 The resistance to the formal

strategic planning

Sp

earm

an

corr

elati

on

P-v

alu

e

Sig

./N

o s

ig

15.1 You are unsatisfied about neither using nor practicing the formal strategic planning in your organization.

�V�� V� Sig. at 0.01

15.2 You have a desire for using and practicing the formal strategic planning in your organization.

�V� �V� Sig. at 0.01

15.3 Your organization has practicability of using and practicing the formal strategic planning.

�V�� V� Sig. at 0.01

15.4 Your organization has the cost of using and practicing the formal strategic planning.

�V�� V� Sig. at 0.01


Q20: The formal strategic planning culture

Table (30) clarifies the correlation coefficients between the items of the formal

strategic planning culture and the average of the related section, coefficients

denoted significance at 0.01 or 0.05 level, which means a content validity of

this section of the questionnaire for what is being measured

132

Table (30)


and their related section (Strategic planning culture)

20

The formal strategic planning culture

Sp

earm

an

corr

ela

tion

P-v

alu

e

Sig

./N

o s

ig

20.1 You believe formal planning improves performance �V�� V�� Sig. at 0.01

20.2 You value formal planning. �V�� V�� Sig. at 0.01

20.3 You expect organizational members to be formal planners.

�V�� V�� Sig. at 0.01

20.4 Written plans prepared. �V�� V�� Sig. at 0.01

20.5 Planning advisors used customers frequently contacted.

�V�� V�� Sig. at 0.01


Q21: Adequacy goals to the strategic planning


Adequacy goals to the strategic planning and the average of the related section

, coefficients denoted significance at 0.01 or 0.05 level, which means a content

validity of this section of the questionnaire for what is being measured

133

Table (31)


and their related section (adequacy goals to the strategic planning)

21

Adequacy goals to the strategic planning

Sp

earm

an

corr

elati

on

P-v

alu

e

Sig

./N

o s

ig

21.1 Long-term goals divided into short-term goals. �V�� V� Sig. at 0.01

21.2 The organization goals involve aspects of education and growth.

�V�� V� Sig. at 0.01

21.3 The organization goals involve aspects of internal processes.

�V�� V� Sig. at 0.01

21.4 The organization goals involve financial aspects. �V�� V� Sig. at 0.01

21.5 The organization goals involve any marketing goals. �V�� V� Sig. at 0.01

21.6 The organization goals involve goals of human resources.

�V�� V� Sig. at 0.01

21.7 The organization goals involve any goals related to donors.

�V�� V� Sig. at 0.01

21.8 The organization goals achievable and reachable within 3 days.

�V�� V� Sig. at 0.01

21.9 The organization goals achievable and reachable through allocating the current resources of the organization.

�V�� V� Sig. at 0.01

21.10 The organization goals achievable and reachable through the financial status of the organization.

�V�� V� Sig. at 0.01

21.11 The organization goals achievable and reachable through using the internal processes of the organization.

�V�� V� Sig. at 0.01

21.12 The organization goals revised and adjusted. �V�� V� Sig. at 0.01

21.13 The organization goals measurable. �V�� V� Sig. at 0.01

21.14 Any means of measurement proposed. �V�� V� Sig. at 0.01

21.15 The goals involve dates of their achievement and accomplishment.

�V�� V� Sig. at 0.01


�V�� V� Sig. at 0.01


134

Q22: Strategic planning implementation barriers


Strategic planning implementation barriers and the average of the related



Table (32)


and their related section (Strategic planning implementation barriers)

22

Strategic planning

implementation barriers

Sp

earm

an

corre

lati

on

P-v

alu

e

Sig

./N

o s

ig

22.1 A shortfall in employee capabilities; �V�� V�� Sig. at 0.05

22.2 Crises distracted attention from implementation;

�V�� V�� Sig. at 0.05

22.3 Unanticipated external problems arose; and External factors impacted on implementation.

�V�� V�� Sig. at 0.01

22.4 Communication was inadequate; �V�� V� Sig. at 0.05

22.5 Overall goals of strategy are not enough understood by staff;

�V�� V�� Sig. at 0.01


1�� "��-��

The researcher conducted two reliability tests on the pilot study sample, the

two test are Split-Half Coefficient and Alpha-Cronbach's Method.

�� 3�

Person correlation coefficient is calculated between the average of the

questions with odd ranks and the average of the question with even ranks, and

we calculated the Spearman- Brown coefficients as follows:

135

Reliability coefficients Spearman Brown = r

r

+1

2 where r is person coefficients,

and table (33) shows that the questionnaire had a highly degree of validity.

Table (33)

Split-Half Coefficient method

sect

ion

contents Spearman-

correlation

Spearman-

Brown

Coefficient

P-

value

5 Practicing strategic planning issues 0.9552 0.977087 0.0 6 Practicing strategic planning issues 0.9254 0.961255 0.0 7 Personal role in strategic planning 0.9246 0.960823 0.0 8 Using strategic planning activities 0.9779 0.988827 0.0

9 Perceived involvement in strategic

planning 0.8805 0.936453 0.0

10 The knowledge about strategic

planning 0.9328 0.965232 0.0

11 Top management awareness

of strategic planning 0.6889 0.815797 0.0

12 Top management support of strategic

planning 0.8639 0.926981 0.0

13 Top management commitment

to Strategic planning 0.8153 0.898254 0.0

14 The conflict among the top

management 0.9244 0.960715 0.0

15 Resistance for strategic planning 0.9443 0.971352 0.0 20 Strategic planning culture 0.4515 0.622115 0.0

21 Adequacy goals to the strategic

planning 0.9663 0.982861 0.0

22 Strategic planning implementation

barriers 0.5126 0.677773 0.0

• Cronbach's Alpha�

The researcher used the Alpha-Cronbach's coefficient test to measure the

questionnaire reliability of each section and the total average of the

questionnaire.

table (34) shows Alpha-Cronbach Coefficients, which means that there are

significance and highly validity coefficients

136

Table(34)

for Reliability�Cronbach's Alpha

section

contents

No. of

items

Cronbach's

Alpha

5 Practicing strategic planning issues �� V�� 6 Practicing strategic planning issues �V�� 7 Personal role in strategic planning 6 0.9415 8 Using strategic planning activities � �V�� 9 Perceived involvement in strategic planning �V��

10 The knowledge about strategic planning � �V��


of strategic planning � �V��

12 Top management support of strategic

planning � �V��

13 Top management commitment to

Strategic planning 4 �V��

14 The conflict among the top management � �V�� 15 Resistance for strategic planning � �V�� 20 Strategic planning culture � �V�� 21 Adequacy goals to the strategic planning � �V�� 22 Strategic planning implementation barriers � �V��

��

��'� �� To achieve the research goal, researcher used the statistical package for the

Social Science (SPSS) for Manipulating and Analyzing the Data.

��+�3�

1- Frequencies and Percentile

2- Alpha-Cronbach Test for measuring reliability of the items of the

questionnaires

3- Spearman correlation coefficients for measuring validity of the items of the

questionnaires.

4- Spearman–Brown Coefficient.

5. Mann-Whitney Test. 6- Chi-Square Test.

7- Sign Test.

137

Chapter 7 �

��! ��,� �� ,�� 6��

��

138

�

Chapter 7

��

! ��

• ��! ��

• ��

139

� �� 3��

This chapter deals with the questions of the study which are 5, and would be

answered in order. Furthermore, the chapter tests the 5 hypotheses of the study.

The following tables show the percentage for each clause alternatives as well as

the arithmetic mean, the relative weight and the SIG. The clause is positive when

the society individuals agree on its content if SIG is less than 0.05 and the sum

of percentage of answers (agree, totally agree) is more than the sum of

percentage of answers (disagree, totally disagree) or the relative weight is more

than 60%. The clause is negative when the society individuals disagree on its

content if SIG is less than 0.05 and the sum of percentage of answers (agree,

totally agree) is less than the sum of percentage of answers (disagree, totally

disagree) or the relative weight is less than 60% .The society answers in the

clause are neutral when SIG is more than 0.05.

One-Sample Kolmogorov-Smirnov Test Kolmogorove-Smirnov test will be used to identify if the data follow normal

distribution or not, this test is considered necessary in case testing hypotheses as

the most parametric test to stipulate data to be normality distributed. Results test

as shown in table (35), clarifies that the significant level calculated are greater

than 0.05 (sig. < 0.05), this in turn denotes that data follows non-normal

distribution, and so nonparametric test must be used.

140

Table (35)

One-Sample Kolmogorov-Smirnov Test

section

Contents

Kolm

ogorov

-

Sm

irn

ov Z

P-v

alu

e

5 Practicing strategic planning issues �V�� V� 6 Practicing strategic planning issues �V�� V� 7 Personal role in strategic planning �V�� V�

8 Using strategic planning activities �V� �V�

9 Perceived involvement in strategic planning �V�� V� 10 The knowledge about strategic planning �V�� V�


of strategic planning �V�� V�

12 Top management support of strategic planning �V�� V�

13 Top management commitment to

Strategic planning �V�� V�

14 The conflict among the top management �V�� V� 15 Resistance for strategic planning �V� �V� 20 Strategic planning culture �V�� V� 21 Adequacy goals to the strategic planning V�� V� 22 Strategic planning implementation barriers �V�� V�

� �� 7��/�

Answer question 1:

Does the formal strategic planning exist in non-profit organizations in Gaza

Strip?

Table (36)

The Formal Strategic Planning Existence Does your organization have a formal strategic planning

document that was created since 3 years at least? ffrreeqquueennccyy ppeerrcceennttaaggeess

No �� V�

YYeess �V�

Total ��

Table (36) shows that (647) 97.3% from the sample agrees that the non-

profit organization haven't a formal strategic planning document that was created for 3 years at least, and (18) 2.7% have a written formal strategic planning document that was created for 3 years at least

141

Answer question 2

Does the top management use the formal strategic planning activities

in non-profit organizations in Gaza Strip?

Table (37)

Using the formal strategic planning activities

Clauses

No

%

Yes

%

SIG

1 External environmental scanning: explicitly identifying issues that affect us.

97.3 2.7 0.00

2 Eternal environmental scanning: explicitly identifying issues that affect us.

97.3 2.7 0.00

3 Having a written "external" vision: how things will be different for the people of our state as a result of our efforts.

97.3 2.7 0.00

4 Clear statement of the organization's mission. 97.3 2.7 0.00

5 Identifying our organization's strengths and weaknesses. 97.3 2.7 0.00

6 Identifying opportunities and threats. 97.3 2.7 0.00

7 How the organization will look, and how it will be different, in order to carry out its strategic plan.

97.3 2.7 0.00

8 Periodic planning (for example, every four years) that aligns our programs to current circumstances, consistent with our long-term mission.

97.9 2.1 0.00

9 Ongoing adjustment of programs in accordance with changing needs.

97.7 2.3 0.00

10 Customer questionnaires focus groups, and/or other means to incorporate customer feedback into program planning.

97.7 2.3 0.00

11 Procedures for expanding strong programs so that they reach a significant percentage of the people who would benefit from them.

97.3 2.7 0.00

12 Procedure for closing out or spinning off programs which have served their purpose or are not producing sufficient positive results consistent with mission.

97.9 2.1 0.00

13 Procedure to assure that sufficient time, money, and other resources are flowing to the programs that are most closely aligned with the organization's mission and strategy.

97.6 2.4 0.00

Total 97.4% 2.6% 0.00

** Correlation is significant at the 0.01 level (2-tailed).

142

The table above shows the following results:

In clause No. 1, it becomes clear that 2.7 % from the sample agreed that

they did external environmental scanning, 97.3% did not do external

environmental scanning, and SIG value is 0.00 < .05 which indicates that the

sample individuals did not do external environmental scanning


they did internal environmental scanning, 97.3% did not do internal

environmental scanning, and SIG value is 0.00 < .05 which indicates that the

sample individuals did not do �internal environmental scanning


they have a written "internal" vision, 97.3% did not Have a written "internal"

vision, and SIG value is 0.00 < .05 which indicates that the sample individuals

did not Have a written "internal" vision.


they have Clear statement of the organization's mission, 97.3% did not have clear

statement of the organization's mission, and SIG value is 0.00 < .05 which

indicates that the sample individuals did not have clear statement of the

organization's mission.


they Identified organization's strengths and weaknesses, 97.3% did not identified

organization's strengths and weaknesses, and SIG value is 0.00 < .05 which

indicates that the sample individuals did not identify organization's strengths and

weaknesses.

143


they Identified opportunities and threats, 97.3% did Identifying opportunities and

threats, and SIG value is 0.00 < .05 which indicates that the sample individuals

did not Identify opportunities and threats.

In clause No. 7, it becomes clear that 2.7 % from the sample answered how

the organization will look in the future, 97.3% did not answer how the

organization will look in the future, the relative weight of sample individuals

reached 3%, and SIG value is 0.00 < .05 which indicates that the sample

individuals did not answer how the organization will look in the future.


they had Periodic planning, 97.9% did not agree that they had Periodic planning

, and SIG value is 0.00 < .05 which indicates that the sample individuals did not

have Periodic planning.


they had ongoing adjustment of programs in accordance with changing needs,

97.7% did not agree that they had ongoing adjustment of programs in accordance

with changing needs, and SIG value is 0.00 < .05 which indicates that the sample

individuals did not have ongoing adjustment of programs in accordance with

changing needs..

In clause No.10, it becomes clear that 2.3 % from the sample agreed that

they used Customer questionnaires, focus groups, and/or other means.., 97.7%

did not agree that they used Customer questionnaires, focus groups, and/or other

means, and SIG is value 0.00 < .05 which indicates that the sample individuals

did not use Customer questionnaires, focus groups, and/or other means.

144

In clause No.11, it becomes clear that 2.7 % from the sample agreed that

they used Procedures for expanding strong programs, 97.3% did not agree that

they used Procedures for expanding strong programs, the relative weight of

sample individuals reached 3%, and SIG value is 0.00 < .05 which indicates that

the sample individuals did not use Procedures for expanding strong programs.


they used Procedure for closing out or spinning off programs, 97.9% did not

agree that they used Procedure for closing out or spinning off programs, and

SIG value is 0.00 < .05 which indicates that the sample individuals did not use

Procedure for closing out or spinning off programs.


they used Procedure to assure that sufficient time, money, and other resources,

97.4% did not agree that they used Procedure to assure that sufficient time,

money, and other resources, and SIG value is 0.00 < .05 which indicates that the

sample individuals did not use Procedure to assure that sufficient time, money,

and other resources.

Generally, it is pointed out that the majority (97.4%) of the sample individuals

do not use the formal strategic planning activities and (2.6%) of the sample

individuals use the formal strategic planning activities.

145

Answer question 3

Does the top management practice the formal strategic planning

issues in non-profit organizations in Gaza Strip?

Table (38)

Practicing the formal strategic planning issues

clauses

T

ota

lly

agre

e

Agre

e

Neu

tra

l

Dis

agre

e

T

ota

lly

dis

ag

ree

Mea

n

rela

tive

wei

gh

t

SIG

1 Organization’s leaders speak frequently about the organization's history, mission, and future.

1.1 0.5 14.7 29.0 54.7 V�� 32.8 �V�

2

Other organization professionals in this organization speak frequently about the organization's history, mission, and future.

0.2 1.1 10.1 59.7 29.0 V� 36.7 �V�

3 Organization listens attentively to the people and communities it serves.

0.8 0.5 14.7 24.8 59.2 V�� 31.7 �V�

4 Organization makes good use of the guidance it receives from the public to shape its programs.

0.8 0.9 5.3 22.4 70.7 V�� 27.7 �V�

5 When the public's input indicates the need for new research, organization finds ways to get that research done.

0.2 1.2 0.2 26.5 72.0 V� 26.2 �V�

6 Organization professionals are developing innovative programs.

1.4 0.8 9.9 24.1 63.9 V�� 30.3 �V�

7 Organization professionals are developing programs around new topics.

0.3 1.4 0.5 34.7 63.2 V� 28.2 �V�

8 Organization professionals in this organization are trying out new ways to deliver programs.

0.2 1.4 14.6 14.9 69.0 V�� 29.7 �V�

9 Organization professionals are developing ways to serve previously under-served citizens.

1.7 0.5 5.1 14.4 78.3 V�� 26.5 �V�

10 Organization is helping to educate people about issues that concern the public.

0.2 1.2 0.3 19.5 78.8 V�� 24.9 �V�

11 Organization is helping to develop solutions to issues that concern the public needs

1.7 0.5 5.0 14.3 78.6 V�� 26.4 �V�

12 Organization is able to respond 1.1 0.9 0.3 0.5 97.3 V� 21.6 �V�

146

clauses

To

tall

y

ag

ree

Agre

e

Neu

tral

Dis

agre

e

T

ota

lly

dis

agre

e

Mea

n

rela

tive

wei

gh

t

SIG

quickly to society needs

13

Organization is able to respond quickly to develop and deliver programs when an issue is time-sensitive.

0.9 1.1 14.6 24.2 59.2 V�� 32.0 �V�

14


0.5 1.2 9.8 24.5 64.1 V�� 29.9 �V�

15 Organization uses new communication technologies when appropriate.

0.9 1.2 4.8 19.1 74.0 V�� 27.2 �V�

16 Organization maintains financial reserves that could help it overcome hard times.

0.9 0.9 0.5 24.2 73.5 V� 26.3 �V�

17 Organization demonstrates the capacity to find financial resources to support new and timely programs.

1.1 0.9 14.7 19.2 64.1 V�� 31.1 �V�

18

Since 2003, organization has modified its programs to adequately address the emerging realities of global production and marketing.

0.8 1.4 0.3 23.8 73.8 V� 26.3 �V�

19

Since 2003, organization has modified its delivery methods to fully tap the potential of new electronic media to deliver information.

0.9 1.1 9.9 20.2 68.0 V�� 29.4 �V�

20 Since 2003 organization has increased its ability to address the specific needs of individual clients.

0.8 1.1 2.4 28.9 66.9 V�� 28.0 �V�

Total �� 28.6% ��


147

Table (39)

Practicing the formal strategic planning issues

clauses

To

tall

y

ag

ree

Agre

e

Neu

tral

Dis

agre

e

T

ota

lly

dis

agre

e

Mea

n

rela

tive

wei

gh

t

SIG

21 Organization spends more staff time on organization programs now than it did in 2003.

0.2 1.7 2.3 33.7 62.3 V�� 28.8 �V�

22 Since 2003, organizations have been successful in expanding its programming in urban areas.

0.3 1.8 9.6 28.6 59.7 V�� 30.9 �V�

23 The percentage of organization’s total programming time this year that is going into programs is bigger than it was in 2003

0.8 1.2 5.0 38.5 54.6 V�� 31.0 �V�

24 Over the last three years, organization has increased its capacity to help peoples manage themselves.

0.8 1.2 0.2 31.9 66.0 V�� 27.8 �V�

25

Cooperative organization is building its future workforce by promoting organization careers among university students in appropriate departments.

0.2 1.8 29.2 15.3 53.5 V� 35.9 �V�

26

Cooperative organization is successful at forming collaborations with other organizations in order to improve effectiveness and efficiency.

0.3 1.7 9.9 23.8 64.4 V�� 30.0 �V�

27

Cooperative organization has a group of supporters who are willing and capable at speaking out in behalf of organization and its funding needs.

1.2 1.1 9.6 31.6 56.5 V�� 31.8 �V�

28 The public understand what organization does

0.5 1.7 0.2 26.8 71.0 V�� 26.8 �V�

29 Everything that organization does is done well.

0.5 1.8 0.0 19.1 48.6 V�� 25.3 �V�

30

Decisions about what programs organization will and won't do are guided by a strong sense of the organization mission.

1.2 1.1 0.0 17.4 80.3 V�� 25.1 �V�

31 Organization people are committed to adapting its programs and methods to the changing times.

0.8 1.5 0.0 20.8 77.0 V� 25.7 �V�

Total �� 29.0% ��


148

The tables above show the following results:


Organization’s leaders speak frequently about the organization's history, mission,

and future, 83.7% did not agree that Organization’s leaders speak frequently

about the organization's history, mission, and future., the relative weight of

sample individuals reached 32.8%, and SIG value is 0.00 < .05 which indicates

that Organization’s leaders do not speak frequently about the organization's

history, mission, and future.


Other organization professionals speak frequently about the organization's

history, mission, and future, 88.7% did not agree that Other organization

professionals speak frequently about the organization's history, mission, and

future, the relative weight of sample individuals reached 36.7% , and SIG value

is 0.00 < .05 which indicates that Other organization professionals do not speak

frequently about the organization's history, mission, and future.

In clause No 3, it becomes clear that 1.3 % from the sample agreed that

organization listens attentively to the people and communities it serves, 84 % did

not agree that organization listens attentively to the people and communities it

serves, the relative weight of sample individuals reached 31.7 %, and SIG value

is 0.00 < .05 which indicates that organization does not listen attentively to the

people and communities it serves.


organization makes good use of the guidance it receives from the public to shape

its programs., 93.1% did not agree that organization makes good use of the

guidance it receives from the public to shape its programs, the relative weight of

149

sample individuals reached 27.7% , and SIG value is 0.00 < .05 which indicates

that organization does not make good use of the guidance it receives from the

public to shape its programs.


organization finds ways to get a new research done When the public's input

indicates the need for this new research , 98.5% did not agree that organization

finds ways to get a new research done When the public's input indicates the need

for this new research., the relative weight of sample individuals reached 26.2% ,

and SIG value is 0.00 < .05 which indicates that organization does not find ways

to get a new research done When the public's input indicates the need for this

new research.


organization professionals are developing innovative programs, 97.9 % did not

agree that organization professionals are developing innovative programs, the

relative weight of sample individuals reached 30.3% , and SIG value is 0.00 <

.05 which indicates that organization professionals are not developing innovative

programs.


organization professionals are developing programs around new topics, 97.9%

did not agree that organization professionals are developing programs around

new topics., the relative weight of sample individuals reached 28.2% , and SIG

value is 0.00 < .05 which indicates that organization professionals are not

developing programs around new topics.


organization professionals are trying out new ways to deliver programs, 83.9%

150

did not agree that organization professionals are trying out new ways to deliver

programs, the relative weight of sample individuals reached 29.7%, and SIG

value is 0.00 < .05 which indicates that organization professionals are not trying

out new ways to deliver programs.

In clause No. 9, it becomes clear that 2.2 % from the sample agreed that -

organization professionals are developing ways to serve previously under-served

citizens, 92.7% did not agree that organization professionals are developing

ways to serve previously under-served citizens, the relative weight of sample

individuals reached 26.5%, and SIG value is 0.00 < .05 which indicates that

organization professionals are not developing ways to serve previously under-

served citizens.


organization is helping to educate people about issues that concern the public,

98.3% did not agree organization is helping to educate people about issues that

concern the public, the relative weight of sample individuals reached � 24.9%,

and SIG value is 0.00 < .05 which indicates that organization is not helping to

educate people about issues that concern the public.


organization is helping to develop solutions to issues that concern the public

needs, 92.9% did not agree that organization is helping to develop solutions to

issues that concern the public needs, the relative weight of sample individuals

reached 26.4 %, and SIG value is 0.00 < .05 which indicates that organization is

not helping to develop solutions to issues that concern the public needs.

In clause No. 12, it becomes clear that 2. % from the sample agreed that

organization is able to respond quickly to society needs, 97.8% did not agree that

151

organization is able to respond quickly to society needs, the relative weight of


that organization is unable to respond quickly to society needs.

In clause No. 13, it becomes clear that 2 % from the sample agreed that

organization is able to respond quickly to develop and deliver programs when an

issue is time-sensitive., 83.4% did not agree that organization is able to respond

quickly to develop and deliver programs when an issue is time-sensitive, the

relative weight of sample individuals reached 32 % , and SIG value is 0.00 < .05

which indicates that organization is unable to respond quickly to develop and

deliver programs when an issue is time-sensitive.


organization is providing staff development activities, 88.6 % did not agree that

organization is providing staff development activities, the relative weight of


that organization is not providing staff development activities.


organization uses new communication technologies when appropriate, 93.1% did

not agree that organization uses new communication technologies when

appropriate., the relative weight of sample individuals reached 27.2 % , and SIG

value is 0.00 < .05 which indicates that organization does not new

communication technologies when appropriate.


organization maintains financial reserves that could help it overcome hard times,

97.7% did not agree that organization maintains financial reserves that could

help it overcome hard times.., the relative weight of sample individuals reached

152

26.3 %, and SIG value is 0.00 < .05 which indicates that organization does

maintain financial reserves that could help it overcome hard times.


organization demonstrates the capacity to find financial resources to support new

and timely programs, 83.3 % did not agree that organization demonstrates the

capacity to find financial resources to support new and timely programs, the


.05 which organization does not demonstrate the capacity to find financial

resources to support new and timely programs.


organization has modified its programs since 2003, 97.6% did not agree that

organization has modified its programs since 2003., the relative weight of

sample individuals reached 26.3% , and SIG value is 0.00 < .05 which indicates

that organization has not modified its programs since 2003.


organization has modified its delivery methods since 2003, 88.2% did not agree

that organization has modified its delivery methods since 2003, the relative

weight of sample individuals reached 29.4% , and SIG value is 0.00 < .05 which

indicates that organization has not modified its delivery methods.


organization has increased its ability since 2003, 95.8% did not agree that

organization has increased its ability since 2003, the relative weight of sample

individuals reached 28% , and SIG value is 0.00 < .05 which indicates that

organization has not increased its ability since 2003.

153


organization spends more staff time on organization programs now than it did in

2003, 96% did not agree that organization spends more staff time on

organization programs now than it did in 2003., the relative weight of sample

individuals reached 28.8%, and SIG value is 0.00 < .05 which indicates that

organization does not spend more staff time on organization programs now than

it did in 2003.

In clause No. 22, it becomes clear that 2.1 % from the sample agreed that,

organization has been successful in expanding its programming in urban areas

since 2003, 88.3% did not agree that organization has been successful in

expanding its programming in urban areas since 2003., the relative weight of


that organization has not been successful in expanding its programming in urban

areas since 2003.


the percentage of organization’s total programming time this year that is going

into programs is bigger than it was in 2003, 93.1% did not agree that the

percentage of organization’s total programming time this year that is going into

programs is bigger than it was in 2003, the relative weight of sample individuals

reached 31% , and SIG value is 0.00 < .05 which indicates that the percentage

of organization’s total programming time this year that is going into programs is

not bigger than it was in 2003.


over the last three years, organization has increased its capacity to help peoples

manage themselves., 97.9% did not agree that over the last three years,

organization has increased its capacity to help peoples manage themselves, the

154


.05 which indicates that over the last three years, organization has not

increased its capacity to help peoples manage themselves.


cooperative organization is building its future workforce by promoting

organization careers among university students in appropriate departments,

68.8% did not agree that cooperative organization is building its future

workforce by promoting organization careers among university students in

appropriate departments, the relative weight of sample individuals reached

35.9% , and SIG value is 0.00 < .05 which indicates that cooperative

organization is not building its future workforce by promoting organization

careers among university students in appropriate departments.


cooperative organization is successful at forming collaborations with other

organizations in order to improve effectiveness and efficiency, 88.2% did not

agree that cooperative organization is successful at forming collaborations with

other organizations in order to improve effectiveness and efficiency, the relative

weight of sample individuals reached 30% , and SIG value is 0.00 < .05 which

indicates that cooperative organization is unsuccessful at forming

collaborations with other organizations in order to improve effectiveness and

efficiency.


cooperative organization has a group of supporters who are willing and capable

at speaking out in behalf of organization and its funding needs, 88.1% did not

agree that cooperative organization has a group of supporters who are willing

and capable at speaking out in behalf of organization and its funding needs, the

155


.05 which indicates that cooperative organization does not have a group of

supporters who are willing and capable at speaking out in behalf of organization

and its funding needs.


the public understand what organization does, 97.8% did not agree that the

public understand what organization does, the relative weight of sample

individuals reached 26.8%, and SIG value is 0.00 < .05 which indicates that the

public do not understand what organization does.


everything that organization does is done well., 97.7% did not agree that

everything that organization does is done well., the relative weight of sample

individuals reached 25.3% , and SIG value is 0.00 < .05 which indicates that

everything that organization does is not done well.


decisions about what programs organization will and won't do are guided by a

strong sense of the organization mission, 97.7% did not agree that Everything

that decisions about what programs organization will and won't do are guided by

a strong sense of the organization mission.., the relative weight of sample

individuals reached 25.1% , and SIG value is 0.00 < .05 which indicates that

decisions about what programs organization will and won't do are not guided by

a strong sense of the organization mission.


organization people are committed to adapting its programs and methods to the

changing times, 97.8% did not agree that Everything that organization people are

156

committed to adapting its programs and methods to the changing times, the


.05 which indicates that organization people are uncommitted to adapting its

programs and methods to the changing times.

Generally, it is pointed out that the arithmetic mean of this aspect clauses is

1.44, the relative weight is 28.8%, and the SIG value is .000 < .05 which

indicates that the majority (97.5%) of the sample individuals do not practice the

formal strategic planning issues.

Answer question 4

What is the personal role in the formal strategic planning in non-

profit organizations in Gaza Strip?

Table (40)

Personal role in the formal strategic planning

clauses

No

Per

cen

t

Yes

Per

cen

t

SIG

1 Provided leadership for the overall process 98.5 1.5 0.00

2 Attended one or more meetings 97.3 2.7 0.00

3 Provided information, ideas or opinions 97.7 2.3 0.00

4 Provided names of stakeholders who should be involved

98 2 0.00

5 Was involved in top-level decisions about strategic choices

97.4 2.6 0.00

6 Was involved in communicating the planning process outcomes to others

98.5 1.5 0.00

Total 97.8% 2.2% 0.00


The table above shows the following results:


their role was as leaders for the overall processes , 98.5% did not agree that they

157

their role was as leaders for the overall processes, and SIG value is 0.00 < .05

which indicates that their role was not as leaders for the overall processes.


attended one or more meetings, 97.3% did not agree that they attended one or

more meetings, and SIG value is 0.00 < .05 which indicates that they did not

attend one or more meetings.


they provided information, ideas or opinions, 97.7% did not agree that they

provided information, ideas or opinions, and SIG value is 0.00 < .05 which

indicates that they did not provide information, ideas or opinions.


they provided names of stakeholders who should be involved, 98% did not agree

that they provided names of stakeholders who should be involved, and SIG value

is 0.00 < .05 which indicates that they did not provide names of stakeholders

who should be involved.


they were involved in top-level decisions about strategic choices, 97.4% did not

agree that they were involved in top-level decisions about strategic choices, the

relative weight of sample individuals reached 3%, and SIG value is 0.00 < .05

which indicates that they were not involved in top-level decisions about strategic

choices.


they were involved in communicating the planning process outcomes to others,

158

98.5% did not agree that they were involved in communicating the planning

process outcomes to others, and SIG value is 0.00 < .05 which indicates that they

were not involved in communicating the planning process outcomes to others.

Generally, it is pointed out that the majority (97.8%) of the sample individuals

do not have a personal role in the formal strategic planning processes, (2.2%) of

the sample individuals have a personal role in the formal strategic planning

processes.

Answer question 5

Do others involve in the formal strategic planning in non-profit

organizations in Gaza Strip?

Table (41)

Perceived involvement in the formal strategic planning

clauses

No

Per

cen

t

Yes

Per

cen

t

SIG

1 Organization's top leadership 97.6 2.4 0.00

2 Organization's specialists 97.9 2.1 0.00

3 Organization's paraprofessionals 98 2 0.00

4 Organization's program participants 97.7 2.3 0.00

5 Members of historically deserved groups 98 2 0.00

6 Members from other organizations 98 2 0.00

7 Members from General Assembly 97.9 2.1 0.00

8 Other Academic Professors 98.6 1.4 0.00

Total 97.9 2.1 0.00


The table above shows the following results


top leaders were involved in strategic planning processes, 97.6% did not agree

that top leaders were involved in strategic planning processes, and SIG value is

0.00 < .05 which indicates that top leaders were not involved in strategic

planning processes.

159


organization’s specialists were involved in strategic planning processes, 97.9%

did not agree that organization’s specialists were involved in strategic planning

processes, and SIG value is 0.00 < .05 which indicates that organization’s

specialists were not involved in strategic planning processes.


organization’s professionals were involved in strategic planning processes, 98%

did not agree that organization’s professionals were involved in strategic

planning processes, and SIG value is 0.00 < .05 which indicates that

organization’s professionals were not involved in strategic planning processes.


organization’s program participants were involved in strategic planning

processes, 97.7% did not agree that organization’s program participants were

involved in strategic planning processes, and SIG value is 0.00 < .05 which

indicates that organization’s program participants were not involved in strategic

planning processes.


members of historically deserved groups were involved in strategic planning

processes, 98% did not agree that members of historically deserved groups were


indicates that members of historically deserved groups were not involved in

strategic planning processes.


members from other organizations were involved in strategic planning processes,

98% did not agree that members from other organizations were involved in

160

strategic planning processes, and SIG value is 0.00 < .05 which indicates that

members from other organizations were not involved in strategic planning

processes.


members from the General Assembly were involved in strategic planning

processes, 97.9% did not agree that members from the General Assembly were


indicates that members from the General Assembly were not involved in strategic

planning processes.


other Academic Professors were involved in strategic planning processes, 98.6%

did not agree that other Academic Professors were involved in strategic planning

processes, and SIG value is 0.00 < .05 which indicates that other Academic

Professors were not involved in strategic planning processes.

Generally, it is pointed out that the majority (97.9%), of the sample individuals

do not have perceived involvement in the formal strategic planning processes, it

is pointed out that the majority (2.1%), of the sample individuals have perceived

involvement in the formal strategic planning processes.

Discussion about existence, and using and practicing formal strategic

planning:

Recognizing the tables above No. (36; 37; 38; 39; 40; 41) the overall result states

that the formal strategic planning is not exist, and there is no using or practicing

for formal strategic planning where this result is emphasized by: (Powers,

2005; Glen and Weera wardena, 1996; Mazzarol, 2001; Houghton and Bastion,

1997; Greenwald and Associates, 1993; Morse, 1999; Parks, 1991; Robinson and

161

Pearce, 1984; (Sexton, 1981; Alsalem and Alnajar, 2002, O. Ugboro and beng,

2005; Powers, 2005; el fara, 2004; Glen and Weerawardena, 1996; Robinson,

1986; Brown, 1995; Rue and Ibrahim, 1996; Silverzweig and D'Agostino, 1995;

Ward, 1987; Parks, 1991; Upton, Nancy; Teal, Elisabeth J.; Felan, Joe T.2001;

Greenwald and Associates, 1993; Robinson and Pearce, 1983; Atalla, 2005;

Posner, 1985; Abu Ma'ammer, 2002; Brown, 1996; Stone, 1987; Hambright, Thomas

Diamantes, 2004; Kelmer and Noy 1990; Victor, 2001; Arthur Andersen, 1997;

Greenwald & Associates 1993; Daniel, Travis, and Freed, 1993; Peter , 1989).

On the other hand, the results I have reached disaccorded with the following

studies: (Alghazaly, 2000) The Jordanian public organizations practice formal

strategic planning with an arithmetic mean of this field clauses 3.393; ( Loretta,

and Stella, 1993-2001) Under pressure from declining government support and

increased competition, many non-profit organizations in Australia have tried to

incorporate strategic planning processes; (El- AShqer, 2006) they tend to practice

it, the mean score for the practice question was 3.62.

162

��

First hypothesis:

There is a positive relationship between using and practicing formal

strategic planning and the personal traits (the top management experiences

of the formal strategic planning, Gender, and individuals qualification) in

non- profit organizations in Gaza Strip.

1. There is a positive relationship between using and practicing formal

strategic planning and the top management experiences of the formal

strategic planning in non- profit organizations in Gaza Strip.

To testify this hypothesis we used Chi-Square test as the data are qualitative

data, and the results are showed in table (42), where the value of the significant

equal 0.000 which is less than 0.05, and the value of spearman correlation equal

0.622 with significance equal 0.000 , so we accept the hypothesis and conclude

that: There is a positive relationship between using and practicing formal

strategic planning and the top management experiences of the formal


Table (42)

Chi-Square Tests

Does your organization have a formal strategic planning document that was created for 3 years at least?

Chi-Square Tests

No Yes Total

No 631 3 634

Yes 16 15 31

Do you have experiences in strategic planning? Total 647 18 665

Pearson Chi-Square 257.64 Asymp. Sig.

(2-sided) 0.000

Spearman Correlation

0.622 Asymp. Sig.

(2-sided) 0.000

163

It is pointed out that the majority (634) 95.3% from the sample individuals have

not Experiences in the formal strategic planning; and (31) 4.7% from the sample

individuals have Experiences in the formal strategic planning.

These results are supported with the following studies: (Sexton, 1981; el Fara,

2004; Glen and Weerawardena, 1996; Jacklyn, 2003; Jeff, 1996; Mazzarol, 2001;

Mintzberg 1994; Posner, 1985; Robinson and Pearce 1984; Curtis, 1983; Steiner,

1969; Higgins, 1993; Henry, 1980; Ringbakk, 1971; Steiner, 1979; Taylor, 1975;

Robinson, 1986; Lindenberg, 2001; Mulhare, 1999).


strategic planning and the Gender in non- profit organizations in Gaza

Strip.




0.01 with significance equal 0.803, so we reject the hypothesis and conclude

that: There is no relationship between using and practicing formal strategic

planning and the Gender in non- profit organizations in Gaza Strip.

Table (43)

Chi-Square Tests

Does your organization have a formal strategic planning document that was created since 3 years at least?

Chi-Square Tests

NO Yes Total

Male 524 15 539

female 123 3 126 gender

Total 647 18 665

Pearson Chi-Square 0.063 Asymp. Sig. (2-

sided) 0.546


0.01 Asymp. Sig. (2-

sided) 0.803

164


strategic planning and individuals qualification in non- profit organizations

in Gaza Strip.

To testify this hypothesis we used Chi-Square test as the data are

qualitative data, and the results are showed in table (44), where the value of the

significant equal 0.000 which is less than 0.05, and the value of spearman

correlation equal 0.622 with significance equal 0.000, so we accept the

hypothesis and conclude that: There is a positive relationship between using

and practicing formal strategic planning and individuals qualification in

non-profit organizations in Gaza Strip.

Table (44)

Chi-Square Tests

Does your organization have a formal strategic planning document that was created since 3 years at least?

Chi-Square Tests

No Yes Total

Less than secondary

11

0

11

Secondary 134 134

Bachelor 437 6 443

Master 41 9 50

PHD 24 3 27

Ind

ivid

uals

qu

ali

fica

tion

Total 647 18 665


(2-sided) 0.000

Spearman Correlation 0.213 Asymp. Sig.

(2-sided) 0.000

It is pointed out that (12) 67% from the organizations that have formal strategic

planning there top managements qualification are master and PHD, (6) 34%

from the organizations that have not formal strategic planning there top

managements qualification are Bachelor.

165

Second hypothesis:


strategic planning attributed to the barriers related to the top management

(the level of knowledge in the formal strategic planning – the level of top

management awareness – the level of top management support – the level of

top management commitment – the level of conflict among the top

management – resistance to the formal strategic planning) in non- profit

organizations in Gaza Strip.

1. There are no significant differences in using and practicing formal

strategic planning attributed to the level of knowledge in the formal


To testify this hypothesis we used Mann-Whitney test as the data follows

the non-normal distribution, and the results are showed in table (45), where the

value of the significant equal 0.000 which is less than 0.05, so we reject the

hypothesis and conclude that: There are significant differences in using and

practicing formal strategic planning attributed to the level of knowledge in

the formal strategic planning in non- profit organizations in Gaza Strip.

Table (45)

Mann-Whitney Test

Using and practicing

formal strategic planning

Arithmetic mean

Mean rank Mann-

Whitney U Asymp. Sig.

(2-tailed)

Yes 4.0556 324.66

No 1.2081 632.94 424.00 0.000

Total 1.29 Relative weight 25.8%, SIG value is

.000

166

It is pointed out that the arithmetic mean to those organizations that have formal

strategic planning is 4.0566 that’s mean those organizations have the knowledge

of the formal strategic planning, and the arithmetic mean to those organizations

that have not formal strategic planning is 1.2081 that’s mean those organizations

have not the knowledge of the formal strategic planning.

Generally, the arithmetic mean of this aspect clauses is 1.29, the relative weight

is 25.8%, and the SIG value is .000 < .05 which indicates that the sample

individuals do not have the knowledge in the formal strategic planning.

These results are supported with the following studies: (Sexton, 1981; el Fara,

2004; Glen and Weerawardena, 1996; Jacklyn, 2003; Jeff, 1996; Mazzarol,

2001; Posner, 1985; Robinson and Pearce 1984; Curtis, 1983; Steiner, 1969;

Higgins and Vincze, 1993; Henry, 1980; Ringbakk, 1971; Steiner, 1969; Taylor,

1975; Clayton, 1996; Steven, Stephen, Jennifer, 2004; Lindenberg, 2001;

Mulhare, 1999; Robinson, 1986; Victor, 2001).


strategic planning attributed to the level of the top management awareness






practicing formal strategic planning attributed to the level of the top

management awareness in non- profit organizations in Gaza Strip.

167

Table (46)

Mann-Whitney Test



Arithmetic mean

Mean rank Mann-


(2-tailed)

Yes 3.5647 39.50

No 1.6605 341.17 540.00 0.000

Total 1.71 Relative weight

34.2% SIG value is

.000

It is pointed out that the arithmetic mean to those organizations that have formal

strategic planning is 3.5647 that’s mean those organizations have the awareness of

the formal strategic planning, and the arithmetic mean to those organizations that

have not formal strategic planning is 1.6605 that’s mean those organizations have

not the awareness of the formal strategic planning.



individuals have not the awareness about the formal strategic planning.

This result is supported by the following studies: (Alghazaly, 2000; El-

AShqer, 2006; Jeff, 1996; Robinson and Pearce, 1984; Robert and Kaplan, 1998;

Ringbakk, 1971; Steiner, 1979; Mintzberg 1994; Robinson, 2005; Attalla, 2005;

al – Salim and al – Najjar, 2002; Leanne Powers 2005; Robinson, 1986).


strategic planning attributed to the level of the top management support in





168


practicing formal strategic planning attributed to the level of the top

management support in non- profit organizations in Gaza Strip.

Table (47)

Mann-Whitney Test



Arithmetic mean

Mean rank Mann-


(2-tailed)

Yes 3.6853 14.25

No 1.2333 341.87 85.50 0.000

Total 1.30 Relative weight 26% SIG value is

.000

It is pointed out that arithmetic mean to those organizations that have formal

strategic planning is 3.6853that’s mean those organizations have the top

management support of the formal strategic planning, and the arithmetic mean to

those organizations that have not formal strategic planning is 1.2333 that’s mean

those organizations have not the top management support of the formal strategic

planning.


is 26%, and the SIG value is .000 <.05 which indicates that the sample individuals

have not the top management support to the formal strategic planning.

This result is supported by the following studies: (Jeff, 1996; Robinson and

Pearce, 1984; Robert, and Kaplan, 1998; Ringbakk, 1971; Steiner, 1979;

Mintzberg 1994; Robinson, 2005; Powers, 2005; Kriemadis, 1997; Curtis, 1983)

.

169


strategic planning attributed to the level of the top management

commitment to the strategic planning in non-profit organizations in Gaza

Strip.

To testify this hypothesis we used Mann-Whitney test as the data follows the

non-normal distribution, and the results are showed in table (48), where the value

of the significant equal 0.000 which is less than 0.05, so we reject the hypothesis

and conclude that: There are significant differences in using and practicing

formal strategic planning attributed to the level of the top management

commitment to the strategic planning in non- profit organizations in Gaza

Strip.

Table (48)

Mann-Whitney Test

Using and practicing formal strategic planning

Arithmetic mean

Mean rank Mann-


(2-tailed)

Yes 4.5000 324.00

No 1.7568 656.50 0.00 0.000


36.2% SIG value is

.000

It is pointed out that arithmetic mean to those organizations that have the formal

strategic planning is 4.5000 that’s mean those organizations have the commitment

of the formal strategic planning, and the arithmetic mean to those organizations

that have not the formal strategic planning is 1.7568 that’s mean those

organizations have not the commitment of the formal strategic planning.

Generally, the arithmetic mean of these aspect clauses is 1.8 the relative

weight is 36.2%, and the SIG value is .000 < .05 which indicate that there

was no commitment for the formal strategic planning.

170

This result is supported by the following studies: (Armstrong, 1982; Al-

Bazzaz and Grinyer, 1980; Latham, and Dossett,1978; Latham and Saari, 1979;

Blumberg,1968; Rosenberg and Rosenstein,1980; Perlmutter and Monty, 1977;

Van, 1980; Ang and Chua 1979; Peter, 1997; Bryson, 1995; Bryson & Alston,

1996; Romney, 1996; Hambright, 2004; Victor, 2001; Lindenberg, 2001;

Mulhare, 1999).


strategic planning attributed to the level of conflict among the top

management in non- profit organizations in Gaza Strip.




and conclude that There are significant differences in using and practicing

formal strategic planning attributed to the level of conflict among the top

management in non- profit organizations in Gaza Strip.

Table (49)

Mann-Whitney Test



Arithmetic mean

Mean rank Mann-


(2-tailed)

Yes 3.4037 33.67

No 1.2667 341.33 435.00 0.000


26.5% SIG value is

.000

It is pointed out that the arithmetic mean to those organizations that have the

formal strategic planning is 3.4037 that’s mean those organizations have no

conflict among the top management, and the arithmetic mean to those

171

organizations that have not the formal strategic planning is 1.2667 that’s mean

those organizations have conflict among the top management.



individuals have conflict among the top management within non-profit

organizations.

This result is supported by the following studies: (Steane and Christie, 2001;

Loretta, and Stella, 1993-2001).

6. There are no significant differences in using practicing formal

strategic planning and the top management resistance to the formal





hypothesis and conclude that: There are significant differences in using

practicing formal strategic planning and the top management resistance to

the formal strategic planning in non- profit organizations in Gaza Strip

Table (50)

Mann-Whitney Test



Arithmetic mean

Mean rank Mann-


(2-tailed)

Yes 4.2017 342.00

No 1.3611 9.50

0.000 0.000

Total 1.44 Relative weight 28.8% SIG value is

.000

172

It is pointed out that arithmetic mean to those organizations that have the formal

strategic planning is 4.2017 that’s mean those organizations have no resistance to

the formal strategic planning, and the arithmetic mean to those organizations that

have not the formal strategic planning is 1.3611 that’s mean those organizations

have resistance to the formal strategic planning.



individuals have the resistance to the formal strategic planning.

This result is supported by the following studies: (Robinson, 2005; Steiner,

1979; Barker, 1992; Mintzberg, 1994; Susan, 2005; Phelan, Kirkland, and Freed,

1993).

Total the barriers related to the top management



(the level of knowledge in the formal strategic planning – the level of top

management awareness – the level of top management support – the level of

top management commitment – the level of conflict among the top

management – resistance to the formal strategic planning) in non- profit

organizations in Gaza Strip.





practicing the formal strategic planning attributed to the barriers related to

173

the top management (knowledge – awareness - top management-support -

commitment – the level of conflict among the top management - the

resistance to the formal strategic planning) in non-profit organizations in

Gaza Strip.

Table (51)

Mann-Whitney Test

Total the barriers related to the top management



Arithmetic mean

Mean rank Mann-


(2-tailed)

Yes 3.9018 38.06

No 1.4144 341.21 514.000 0.000

Total 1.48 Relative weight 29.6% SIG value is

.000

It is pointed out that the arithmetic mean to those organizations that have the

formal strategic planning is 3.9018 that’s mean those organizations have (the

knowledge in the formal strategic planning – top management awareness - top

management support – top management commitment – no conflict among the

top management – no resistance to the formal strategic planning), and the

arithmetic mean to those organizations that have not the formal strategic

planning is 1.4144 that’s mean those organizations have not (the knowledge in

the formal strategic planning – top management awareness - top management

support – top management commitment – the conflict among the top

management – the resistance to the formal strategic planning).

Generally, the arithmetic mean of this aspect clauses is 1.48, the relative

weight is 29.6%, and the SIG value is .000 < .05 which indicates that the

sample individuals have not (the knowledge in the formal strategic planning –

174

top management awareness - top management support – top management

commitment – no conflict among the top management – no resistance to the

formal strategic planning).

Third hypothesis

There is a positive relationship between using and practicing the formal

strategic planning and the barriers related to the resources (existence of the

formal strategic planning team - the existence of managers with formal

management qualification - allocated financial resources - allocated time for

the formal strategic planning) in non- profit organizations in Gaza Strip.


strategic planning and the existence of the strategic planning team in non-







strategic planning and the existence of the strategic planning team in non-

profit organizations in the Gaza Strip.

175

Table (52)

Chi-Square Tests


Chi-Square Tests

No Yes Total

No 630 1 631

Yes 17 17 34

Existence of strategic planning team in non- profit organizations in Gaza Strip Total 647 18 665


sided) 0.000


0.676 Asymp. Sig. (2-

sided) 0.000

. It is pointed out that (631) 94.9 % from the sample have no team for the formal

strategic planning; and (34) 5.1% from the sample have team for the formal

strategic planning.

This result is supported by the following studies: (Jacklyn, 2003; Jeff, 1996;

Robinson and Pearce, 1984; Ringbakk, 1971; Steiner, 1979; Mintzberg 1994;

Curtis, 1983; Timmons, 1999; Nolan, 2002; Victor, 2001).


strategic planning and the managers with management formal qualification







176

strategic planning and the managers with management formal qualification


Table (53)

Chi-Square Tests


Chi-Square Tests

No Yes Total

No 556 0 556

Yes 77 17 94

Managers with management formal qualification in non- profit organizations in Gaza Strip Total 633 17 650


sided) 0.000

Spearman Correlation 0.399 Asymp. Sig. (2-

sided) 0.000

It is pointed out that (556) 85.5 % from the sample have no managers with formal

management qualifications; and (94) 14.5 % from the sample have managers with

formal management qualifications.

This result is supported by the following studies: (Robinson,2005; Powers,

2005; Kriemadis, 1997; Robinson and Pearce, 1984; Curtis, 1983; Jeff, 1996;

Norton and Kaplan, 1998; Steiner, 1979; Mintzberg 1994; Mulhare, 1999;

Young, Hollister, Hodgkinson and Associates, 1993).


strategic planning and the allocated financial resources to the formal




177




strategic planning and the allocated financial resources to the formal


Table (54)

Chi-Square Tests


Chi-Square Tests

No Yes Total

No 596 1 597

Yes 51 17 68

Allocated financial resources to strategic planning Total 647 18 665


sided) 0.000


0.464 Asymp. Sig. (2-

sided) 0.000

It is pointed out that (597) 89.8% from the sample did not allocated financial

resources for the formal strategic planning; and (98) 10.2% from the sample

allocated financial resources for the formal strategic planning.

This result is supported by the following studies: (Hambright, Thomas and

Diamantes, 2004; Bryson & Alston, 1996; Valentine, 1991; Kriemadis, 1997;

Robinson and Pearce, 1984; Curtis, 1983; Jeff, 1996; Norton and Kaplan, 1998;

Steiner, 1979; Nolan, 2002; Mintzberg 1994; Powers, 2005; Mara, 2000;

Lindenberg, 2001. Mulhare, 1999; Phelan, Kirkland, and Freed, 1993).

178


strategic planning and the allocated time to the formal strategic planning in







strategic planning and the allocated time to the formal strategic planning in


Table (55)

Chi-Square Tests


Chi-Square Tests

No Yes Total

No 624 2 626

Yes 23 16 39

Allocated time to strategic planning in non- profit organizations in Gaza Strip Total 647 18 665


sided) 0.000


0.589 Asymp. Sig. (2-

sided) 0.000

It is pointed out that (626) 94.1 % from the sample individuals did not allocate

time for the formal strategic planning; and (39) 5.9 % from the sample

individuals’ allocated time for the formal strategic planning.

179

This result is supported by the following studies: (Robinson, 2005; Powers,

2005; Kriemadis, 1997; Robinson and Pearce, 1984; Curtis, 1983; Jeff Hiatt,

1996; Norton and Kaplan, 1998; Steiner, 1979; Mintzberg 1994; Colleen, 2002;

Isaiah, and Obeng, 2005; Mara, 2000; Peter, 1989).

�

Total the barriers related to the resources

��There is a positive relationship between using and practicing the formal




time for the formal strategic planning) in non- profit organizations in Gaza

Strip.




.536 with significance equal 0.000 , so we accept the hypothesis and conclude





time for the formal strategic planning ) in non-profit organizations in Gaza

Strip.

180

Table (56)

Chi-Square Tests

Total the barriers related to the resources


Chi-Square Tests

No Yes Total

No 601 1 602

Yes 42 17 59

Total the barriers related to the

resources

Total 643 18 661


(2-sided) 0.000

Spearman Correlation .536 Asymp. Sig.

(2-sided) 0.000

It is pointed out that (602) 91% from the sample individuals did not have the

resources (existence of the formal strategic planning team - the existence of

managers with formal management qualification - the allocated financial

resources - the allocated time for the formal strategic planning ) for the formal

strategic planning; and (59) 9 % from the sample individuals have the

resources (existence of the formal strategic planning team - the existence of

managers with formal management qualification - the allocated financial

resources - the allocated time for the formal strategic planning ) for the strategic

planning.

This result is supported by the following studies: (Hambright, Thomas and

Diamantes, 2004; Bryson & Alston, 1996; Valentine, 1991; Kriemadis, 1997;

Robinson and Pearce, 1984; Curtis, 1983; Jeff, 1996; Robinson and Pearce,

1984; Norton and Kaplan, 1998; Steiner, 1979; Colleen, 2002; Mintzberg, 1994;

Powers, 2005; Mara, 2000; Lindenberg, 2001; Mulhare, 1999; Phelan, Kirkland,

and Freed, 1993).

181

Fourth hypothesis






strategic planning attributed to the formal strategic planning culture in





and conclude that There are significant differences in using and practicing

formal strategic planning attributed to the formal strategic planning culture


Table (57)

Mann-Whitney Test



Arithmetic mean

Mean rank Mann-


(2-tailed)

Yes 4.4222 324.00

No 2.3898 656.39 2.00 0.000


48.8% SIG value is

.000


strategic planning is 4.4222 that’s mean those organizations have the formal

strategic planning culture, and the arithmetic mean to those organizations that

182

have not formal strategic planning culture is 2.3898 that’s mean those

organizations have not the formal strategic planning culture.



individuals do not have the formal strategic planning culture.

This result is supported by the following studies: (Jeff, 1996; Steiner, 1979;

Mintzberg 1994; Trice and Beyer, 1993; Olson, and Bokor, 1997; Robinson,

2005; Barth, 1999; Denison, 1990; Daniel, Travis, and Freed, 1993).


strategic planning attributed to adequacy goals to the formal strategic

planning in non- profit organizations in Gaza Strip.





practicing formal strategic planning attributed to adequacy goals to the

formal strategic planning in non- profit organizations in Gaza Strip.

Table (58)

Mann-Whitney Test



Arithmetic mean

Mean rank Mann-


(2-tailed)

Yes 4.4236 324.00

No 1.8243 656.50 0.000 0.000


37.9% SIG value is

.000

183

It is pointed out that the arithmetic mean to those organizations that have

formal strategic planning is 4.4236 that’s mean those organizations have

adequacy goals for the formal strategic planning, and the arithmetic mean

to those organizations that have not formal strategic planning culture is

1.8243 that’s mean those organizations have not adequacy goals for the

formal strategic planning.

Generally, it is pointed out that the arithmetic mean of these aspect clauses is


indicates that the sample individuals have no adequacy goals for the formal

strategic planning.

This result is supported by the following studies: (Armstrong, 1982; Al-

Bazzaz and Grinyer, 1980; Latham and Dossett,1978;(Latham and Saari,1979;

Blumberg,1968; Rosenberg and Rosenstein,1980; Perlmutter and Monty, 1977;

Van, 1980; Ang and Chua 1979; Loretta and Stella, 1993-2001; Mintzberg,

1984; Steiner, 1979; Bryson, 1995; Beerel, 1997).

Total the barriers related to the organization








and conclude that: There are significant differences in using and practicing

the formal strategic planning and the barriers related to the organization

184

(the formal strategic planning culture - adequacy goals to the formal

strategic planning) in non- profit organizations in Gaza Strip.

Table (59)

Mann-Whitney Test

Total barriers related to the organization

Using and practicing formal strategic planning

Arithmetic mean

Mean rank Mann-


(2-tailed)

Yes 4.4229 324.00

No 2.1070 656.39 2.00 0.000


43.35% SIG value is

.000


strategic planning is 4.4229 that’s mean those organizations that have the (culture

and adequacy goals for the formal strategic planning), and the arithmetic

mean to those organizations that have not the formal strategic planning is 2.1070

that’s mean those organizations have not (culture and adequacy goals for the

formal strategic planning).


is 43.35%, and the SIG value is .000 < .05 which indicates that, the sample

individuals do not have (culture and adequacy goals for the formal strategic

planning).

�

��

The non-profit organizations in Gaza Strip that have the formal

strategic planning have implementation barriers (a shortfall in employee

capabilities, crises distracted attention from implementation, Unanticipated

external problems arose; and External factors impacted on implementation,

185

communication was inadequate, and overall goals of strategy are not

enough understood by staff).

1. The non-profit organizations in Gaza Strip that have the formal

strategic planning have a shortfall in employee capabilities.

We applied the sign test and the results shown in table no (60), it is

pointed out that the arithmetic mean of these aspect clause is 4.33, the relative

weight is 86.7%, and the SIG value is .000 < .05, so we accept the hypothesis

and conclude that: The non-profit organizations in Gaza Strip that have the

formal strategic planning have a shortfall in employee capabilities.


strategic planning have crises distracted attention from implementation.



weight is 81.1%, and the SIG value is .000 < .05, so we accept the hypothesis


formal strategic planning have crises distracted attention from

implementation.


strategic planning have Unanticipated external problems arose; and

external factors impacted on implementation.



weight is 78.9%, and the SIG value is .000 < .05 , so we accept the hypothesis


186

formal strategic planning have Unanticipated external problems arose; and

external factors impacted on implementation.


strategic planning have communication was inadequate



weight is 64.4%, and the SIG value is .000 > .05, so we reject the hypothesis and

conclude that: The non-profit organizations in Gaza Strip that have the

formal strategic planning have no communication was inadequate.


strategic planning have overall goals of strategy are not enough understood

by staff.



weight is 65.6%, and the SIG value is .000 > .05, so we reject the hypothesis and

conclude that: The non-profit organizations in Gaza Strip that have the

formal strategic planning have no overall goals of strategy are not enough

understood by staff.

Table (60)

Strategic planning implementation barriers

No.

Strategic planning implementation barriers

Mean Weight

mean sig

1 A shortfall in employee capabilities; 4.33 86.7 0.001

2 Crises distracted attention from implementation; 4.06 81.1 0.031

3 Unanticipated external problems arose; and External factors impacted on implementation.

3.94 78.9 0.031

4 Communication was inadequate; 3.22 64.4 0.98

5 Overall goals of strategy are not enough understood by staff;

3.28 65.6 0.481

total 3.7667 75.3% 0.008

187

Generally, it is pointed out that the arithmetic mean of these aspect clauses is


indicates that the sample individuals have strategic planning implementation

barriers.

This result is supported by the following studies: (Barth, 1999; Richard, 2005;

Nicholas and Abby, 2002; Susan, 2005; Robinson, 1986; Victor, 2001; Freeman,

2001; Mintzberg, 1994; Steane and Christie, 2001; Bryson and Roering, 1988;

Mitroff and Pearson, 1993; Barry, 1986; Burkhart & Reuss, 1993; Eadie, 1991;

Steiner, 1979).

��

188

��

�

Chapter 8 �

�� "��

��

189

��

�

Chapter 8

�� "��

��

• ��

• "��

• ��

��

190

��3�

� The majority (647) 97.3% from the non-profit organizations in the Gaza

Strip do not have the formal strategic planning (They have a written

strategic planning for three years at least); only (18) 2.7% from the non-

profit organizations have the formal strategic planning (They have a

written strategic planning for three years at least).��

� (648) 97.4% from the top management in non-profit organizations do not

use the formal strategic planning activities and only (17) 2.6% use the

formal strategic planning activities.


practice the formal strategic planning issues and only (17) 2.5% practice

the formal strategic planning issues. It is pointed out that the arithmetic

mean of this aspect clauses is 1.44, the relative weight is 28.8, and the SIG

value is .000< .05.

� (650) 97.8% from the top management in non-profit organizations have not

the personal role in the formal strategic planning, (15) 2.2% have the

personal role in the formal strategic planning.


have perceived involvement in the formal strategic planning, (14) 2.1%

have perceived involvement in the formal strategic planning.

� There is a positive relationship between using and practicing the formal

strategic planning and the personal traits (the top management experiences

of the formal strategic planning, and top management individual’s

qualification). And there is no relationship between using and practicing

191

the formal strategic planning and Gender in non- profit organizations in the

Gaza Strip.

� (634) 95.3% from the sample individuals do not have experiences in the

formal strategic planning, (31) 4.7% from the sample individuals have

experiences in the formal strategic planning.

� There are significant differences in using and practicing the formal


(knowledge about the formal strategic planning – top management

awareness - top management support – top management commitment – no

conflict among the top management – no resistance to the formal strategic

planning) in non-profit organizations in the Gaza Strip. It is pointed out

that the arithmetic mean is 1.48, the relative weight is 29.6%, and the SIG

value is .000 < .05.

� The sample individuals do not have the knowledge about the formal

strategic planning. It is pointed out that the arithmetic mean of this aspect

clauses is 1.29, the relative weight is 25.8%, and the SIG value is .000<

.05.

� The sample individuals do not have the awareness about the formal

strategic planning. It is pointed out that the arithmetic mean of this aspect

clauses is 1.71, the relative weight is 34.2%, and the SIG value is .000 <

.05.

� The sample individuals do not have the top management support to the

formal strategic planning. It is pointed out that the arithmetic mean of this

aspect clauses is 1.30, the relative weight is 26%, and the SIG value is .000

< .05.

192

� The sample individuals do not have the commitment to the formal strategic

planning. It is pointed out that the arithmetic mean of these aspect clauses

is 1.8 the relative weight is 36.2%, and the SIG value is .000< .05.

� The sample individuals have conflict among the top management. It is

pointed out that the arithmetic mean of this aspect (no conflict) clauses is

1.32, the relative weight is 26.5%, and the SIG value is .000 < .05.

� The sample individuals have resistance to the formal strategic planning. It

is pointed out that the arithmetic mean of this aspect (no resistance) clauses

is 1.44, the relative weight is 28.8%, and the SIG value is .000 < .05.

� There is a positive relationship between using and practicing formal




time for the formal strategic planning) in non-profit organizations in Gaza

Strip. It is pointed out that (602) 91% from the sample individuals did not

have the resources for the formal strategic planning; and (59) 9% from the

sample individuals have the resources for the strategic planning.

� (631) 94.9 % from the sample individuals do not have team for the formal

strategic planning, (34) 5.1% from the sample individuals have team for

the formal strategic planning (5.1%).

� (556) 85.5 % from the sample individuals do not have managers with

formal management qualifications; (94) 14.5 % from the sample

individuals have managers with formal management qualifications.

193

� (597) 89.8% from the sample individuals did not allocate financial

resources to the formal strategic planning, (98) 10.2% from the sample

individuals allocated financial resources to the formal strategic planning.

� (626) 94.1 % from the sample individuals did not allocate time to the

formal strategic planning, (39) 5.9 % from the sample individuals allocated

time to the formal strategic planning.

� There are significant differences in using and practicing the formal


strategic planning culture - adequacy goals to the formal strategic

planning) in non-profit organizations in Gaza Strip. It is pointed out that

the arithmetic mean of this aspect clauses is 2.17, the relative weight is

43.35%, and the SIG value is .000 < .05.

� The sample individuals do not have the formal strategic planning culture. It

is pointed out that the arithmetic mean of this aspect clauses is 2.44, the

relative weight is 48.8%, and the SIG value is .000< .05.

� The sample individuals do not have adequacy goals to the formal strategic

planning. It is pointed out that the arithmetic mean of these aspect clauses

is 1.9, the relative weight is 37.9%, and the SIG value is .000< .05.

� The sample individuals who have the formal strategic planning, have

implementation barriers (a shortfall in employee capabilities; crises

distracted attention from implementation; Unanticipated external problems

arose; and External factors impacted on implementation; communication

was inadequate; overall goals of strategy are not enough understood by

staff). It is pointed out that the arithmetic mean of these aspect clauses is

3.7667, the relative weight is 75.3%, and the SIG value is .000< .05.

194

� The sample individuals, who have the formal strategic planning, have a

shortfall in employee capabilities. It is pointed out that the arithmetic mean

of these aspect clause is 4.33, the relative weight is 86.7%, and the SIG

value is .000< .05.

� The sample individuals, who have the formal strategic planning, have

crises distracted attention from implementation. It is pointed out that the

arithmetic mean of these aspect clause is 4.06, the relative weight is 81.1%,

and the SIG value is .000< .05.

� The sample individuals who have the formal strategic planning, have

unanticipated external problems; and external factors impacted on

implementation. It is pointed out that the arithmetic mean of these aspect

clauses is 3.94, the relative weight is 78.9%, and the SIG value is .000< .05.

� The sample individuals who have the formal strategic planning, and have

no communication were inadequate. It is pointed out that the arithmetic

mean of these aspect clauses is 3.22, the relative weight is 64.4%, and the

SIG value is .000> .05.

� The sample individuals who have the formal strategic planning, and have

no overall goals of strategy are not enough understood by staff. It is

pointed out that the arithmetic mean of these aspect clauses is 3.28, the

relative weight is 65.6%, and the SIG value is .000> .05.

195

"��

�

� The study recommended the necessity of starting up with the use of

strategic planning as an administrative tool to help these organizations to

adapt with their internal and external environments, also to provide more

training courses for top management on strategic management and

planning, and to emphasize on the sharing principle when setting strategic

plans, where different administrative levels are involved.

� The study recommends the necessity of employing a general manager

(CEO) or e executive-in-charge; because of the following: Strategic

planning still begins and ends at the top manager of the organization;

active involvement of the top manager or the executive-in-charge is critical

to the success of strategic planning and the implementation of the resulting

strategic plan; the top manager, more than any manager in the

organization, is in a position to influence the current and future direction of

the organization.

� The study recommends the top management to allocate adequate resources

and focus the energy of the organization on creating an organizational

climate that supports strategic planning, spending an appropriate amount of

time on strategic planning, accepting strategic planning as its major

responsibility, and galvanizing organization-wide commitment to the

successful implementation of the chosen strategy.

� The study recommends the top management, does not have the skills and

time required to gather and analyze the data and information needed to do

strategic planning to use the traditional approach to strategic planning, by

creating central planning departments and charge them with the

196

responsibility of organization-wide planning. Strategic planning

departments may consist of one person, or larger teams comprising

permanent employees and external consultants. It depends on the focus of

the organization, and the number of resources available and strategic

planners who perform some of the following roles:

1) Top management, must create a strategic planning system design that

fits the management style and the reality of the organization’s strategic

decision process. Additionally, the planning system should be designed

in a way that allows the organization planning team to work seamlessly,

this requires the strategic planning team to be located close to the top

management team and various planning activities should be consolidated

into a comprehensive, written organization-wide strategic plan. A well-

designed strategic planning system must be able to produce an actionable

plan that is written and communicated to all who will be responsible for

the implementation and control of the resulting strategic plan. Without a

detailed action plan to support organizational strategy, the strategic

planning process becomes just an exercise and a mere formality.

2) Top management must accept major responsibility for strategic

planning; this responsibility should include some top management

expectations of programs managers because they are the ones to

implement the provisions of the strategic plan. To ensure that programs

managers perform their strategic planning tasks well, it may be necessary

to require that their performance of strategic planning functions be a part

of their annual evaluation.

3) Top Management must describe the involvement in the strategic

planning process, and providing sufficient guidance to those actively

197

involved in strategic planning. Since the programs managers are the ones

to implement the strategic planning, it is important that they accept the

plan, indeed they accept and believe in strategic plans; such an

acceptance could be a result of their involvement in the strategic planning

process; the acceptance of strategic planning can help to remove the

resistance to strategic planning.

� The study recommends top management to recruit personnel with formal

management qualifications which substantially increases the size of the

organization. Increasing organizations size in terms of numbers of

customers, employees and operations will eventually compel the

organizations to recruit professional managers to assist them run the

business.

� Enhancing top management in non-profit organizations with the awareness

of: Market and competitive realities; Internal & external environment;

Managerial effectiveness; Major opportunities for people's growth in skills

and results, and Awareness of Strategic Challenge.

� To overcoming the barriers the study recommends top management in non-

profit organizations to understand there organizations and the barriers that

exist to formal strategic planning the better off they well be to address

them; manage the change process because effective change management

will not eliminate all the concerns, but it will help keep them to a tolerable

level and allow the organization to continue without significant loss of

productivity. Driving and conducting formal strategic planning must be

supported by the organization's leadership and also by reward behaviors

that support strategic planning.�

198

��

The study recommends the following studies:

� Effects of formal strategic planning on financial performance.

� Performance as a function of planning formality.

� Strategic and operational planning, uncertainty, and performance.

� The tenuous link between formal strategic planning and financial

performance.

� The value of formal planning for strategic decisions.

� The relationship between planning sophistication and performance.

199

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Appendix no. 1:

The questionnaire

Part 1: Personal traits

Age and gender information 1

Female Male Gender

Individual’s qualification 2

Less than Secondary

Secondary

Bachelor

Master

PHD

3 experiences about strategic planning

Yes No

Do you have experiences in strategic planning?

art 2: Existence, using and practicing the formal strategic planning

4

The Formal Strategic Planning Existence

Yes No

Does your organization have a formal strategic planning document that was created for 3 years at least ?

.

5


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5.1 Organization’s leaders speak frequently about the organization's history, mission, and future.

5.2 Other organization professionals in this organization

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speak frequently about the organization's history, mission, and future.

5.3 Organization listens attentively to the people and communities it serves.

5.4 Organization makes good use of the guidance it receives from the public to shape its programs.

5.5 When the public's input indicates the need for new research, organization finds ways to get that research done.

5.6 Organization professionals are developing innovative programs.

5.7 Organization professionals are developing programs around new topics.

5.8 Organization professionals in this organization are trying out new ways to deliver programs.

5.9 Organization professionals are developing ways to serve previously under-served citizens.

5.10 Organization is helping to educate people about issues that concern the public.

5.11 Oorganization is helping to develop solutions to issues that concern the public needs

5.12 Organization is able to respond quickly to society needs

5.13 Organization is able to respond quickly to develop and deliver programs when an issue is time-sensitive.

5.14


5.15 Organization uses new communication technologies when appropriate.

5.16 Organization maintains financial reserves that could help it overcome hard times.

5.17 Organization demonstrates the capacity to find financial resources to support new and timely programs.

5.18 Since 2003, organization has modified its programs to adequately address the emerging realities of global production and marketing.

5.19 Since 2003, organization has modified its delivery methods to fully tap the potential of new electronic media to deliver information.

5.20 Since 2003 organization has increased its ability to address the specific needs of individual clients.

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6


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6.1 Organization spends more staff time on organization programs now than it did in 2003.

6.2 Since 2003, organizations has been successful in expanding its programming in urban areas.

.6.2 The percentage of organization’s total programming time this year that is going into programs is bigger than it was in 2003

6.4 Over the last three years, organization has increased its capacity to help peoples manage themselves.

6.5

Cooperative organization is building its future workforce by promoting organization careers among university students in appropriate departments.

6.6

Cooperative organization is successful at forming collaborations with other organizations in order to improve effectiveness and efficiency.

6.7

Cooperative organization has a group of supporters who are willing and capable at speaking out in behalf of organization and its funding needs.

6.8 The public understand what organization does

6.9 Everything that organization does is done well.

6.10 Decisions about what programs organization will and won't do are guided by a strong sense of the organization mission.

6.11 Organization people are committed to adapting its programs and methods to the changing times.

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7

Personal role in strategic planning

Yes No

7.1 Provided leadership for the overall process

7.2 Attended one or more meetings

7.3 Provided information, ideas or opinions

7.4 Provided names of stakeholders who should be involved

7.5 Was involved in top-level decisions about strategic choices

7.6 Was involved in communicating the planning process outcomes to others

8

Using strategic planning activities

Yes No

8.1 External environmental scanning: explicitly identifying issues that affect us.

8.2 Eternal environmental scanning: explicitly identifying issues that affect us.

8.3 Having a written "external" vision: how things will be different for the people of our state as a result of our efforts.

8.4 Clear statement of the organization's mission.

8.5 Identifying our organization's strengths and weaknesses.

8.6 Identifying opportunities and threats.

8.7 Having a written "internal" vision: how the organization will look, and how it will be different, in order to carry out its strategic plan.

8.8 Periodic planning (for example, every four years) that aligns our programs to current circumstances, consistent with our long-term mission.

8.9 Ongoing adjustment of programs in accordance with changing needs.

8.10 Customer questionnaires focus groups, and/or other means to incorporate customer feedback into program planning.

8.11 Procedures for expanding strong programs so that they reach a significant percentage of the people who would benefit from them.

8.12 Procedure for closing out or spinning off programs which have served their purpose or are not producing sufficient positive results consistent with mission.

8.13 Procedure to assure that sufficient time, money, and other resources are flowing to the programs that are most closely aligned with the organization's mission and strategy.

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9

Perceived involvement in strategic planning

Yes No

9.1 Organization's top leadership

9.2 Organization's specialists

9.3 Organization's paraprofessionals

9.4 Organization's program participants

9.5 Members of historically deserved groups

9.6 Members from other organizations

9.7 Members from General Assembly

9.8 Other Academic Professors

Part 3: The barriers related to the top management .

10

The knowledge about the formal strategic

planning

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How often did you analyze your competitors, customers, suppliers, etc. during the last three years?

How often did you conduct a type of strengths, weaknesses, opportunities, and threats (SWOT) analysis on your firm during the last three years?

Based on this information, did you modify your existing strategic plan (or develop a new strategic plan) during this period?

11

Top management awareness

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11.1 Work does not go on day-by-day, and the urgent and pressing needs of today's problems can not be totally absorbing

11.2 Many initiatives are not underway,

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with much activity producing many results.

11.3 Improvement initiatives seem to be related, with each group doing their own thing

11.4 There are developmental initiatives in the organization since it works in an ideal way.

11.5 When time comes to prioritize opportunities and allocate investment dollars, it is clear how much money to give to whom and what is the most important thing to work.

11.6 It is easy to tell when you are successful - roadmap exists to chart your progress

11.7 It is apparent whether the current activities will take the organization where you need to go, because every one is quite sure where that is.

11.8 You or your organization does not spend most of your time reacting to crisis.

11.9 The organizations run programs and activities for many reasons

12

Top management support

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12.1 Top management’s assumption cannot delegate the planning function to a planner.

12.2

Top management does not become so engrossed in current problems that it spends sufficient time on long-range planning, and the process becomes credited among other managers and staff.

12.3 Success to use plans as standards for measuring managerial performance

12.4 Assuming that corporate comprehensive planning is not some-thing separate from the entire management process

12.5 Top management is not consistently rejecting the formal planning mechanism by making intuitive decisions, which conflict with the formal plans.

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13

Top management commitment

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13.2 You are Participating in the generating strategies

13.3 You are Participating in the evaluating strategies

13.4 You are Participating in the monitoring system that provides relevant and accuracy feed back

..

14

The conflict among the top management

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14.1 Relationship among top management members is characterized by competition

14.2 Relationship among top management members is characterized by conflict

14.3 Relationship among top management members is characterized by hostility

14.4 Relationship among top management members is not characterized by participation

14.5 Relationship among top management members is not characterized by cooperation

15

The resistance to the formal strategic

planning

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15.1 You are unsatisfied about neither using nor practicing the formal strategic planning in your organization.

15.2 You have a desire for using and practicing the formal strategic planning in your organization.

15.3 Your organization has practicability of using and

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practicing the formal strategic planning.

15.4 Your organization has the cost of using and practicing the formal strategic planning.

Part 4: The barriers related to the resources

16

The existence of the formal strategic

planning team

Yes No

Does your organization have a team of the strategic planning?

Number of members in the team.

Educational qualifications of the team members

17

The existence of managers with formal

management qualification

Yes No

Does your organization have manager with formal management qualification?

What is the qualification?

18

allocated financial resources

Yes No

Does your organization allocate financial resources to the formal strategic planning?

Volume of sums by $ per annum:

19

Allocated time for the formal strategic

planning

Yes No

Does your organization allocate a time for the formal strategic planning?

Volume of time allocated per month:

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Part 5: The barriers related to the organization

20

The formal strategic planning culture

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20.1 You believe formal planning improves performance

20.2 You value formal planning.

20.3 You expect organizational members to be formal planners.

20.4 Written plans prepared.

20.5 Planning advisors used customers frequently contacted.

21

Adequacy goals to the formal strategic

planning

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21.1 The organization goals involve any marketing goals.




21.5 The organization goals achievable and reachable through allocating the current resources of the organization.

21.6 The organization goals achievable and reachable through the financial status of the organization.

21.7 The organization goals achievable and reachable through using the internal processes of the organization.

21.8 The organization goals revised and adjusted.

21.9 The organization goals measurable.

21.10 Any means of measurement proposed.

21.11 The goals involve dates of their achievement and

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21

Adequacy goals to the formal strategic

planning

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accomplishment.


21.13 The organization goals involve any marketing goals.




Part 6: Implementation barriers

22

Strategic planning implementation

barriers

Tota

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Neu

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Dis

agree

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e 22.1 A shortfall in employee capabilities;

22.2 Crises distracted attention from implementation;

22.3 Unanticipated external problems arose; and External factors impacted on implementation.

22.4 Communication was inadequate;

22.5 Overall goals of strategy are not enough understood by staff.

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