Impacto do Planeamento Estratégico na Eficácia Organizacional das Instituições Portuguesas de Ensino Superior Agrário
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CONTRIBUTORS:
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UNIVERSITY / COLLEGE:
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YEAR:
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2006
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PUB TYPE:
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Thesis/Dissertation
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PAGES:
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16,
306 p.
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SUBJECT(S):
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Public Management, organizational effectiveness, strategic planning, higher education, agrarian sciences
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DISCIPLINE:
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Business/Management
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HTTP:
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LANGUAGE:
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Portuguese
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PUB ID:
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103-431-302
(Last edited on
2006/12/05 07:38:21 US/Mountain)
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SPONSOR(S):
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ABSTRACT:
The assessment of the organizational effectiveness and the characterization of the strategic planning process in the Portuguese agrarian higher education context are the objectives of this study. But, the investigation’s main objective is to explore de relationship between organizational effectiveness and the stages of the strategic planning process. To pursue such objectives, it was conducted a theoretical framework that revealed the inexistence of consensus relatively to the studied concepts. So, the theoretical construction concerning the organizational effectiveness and of the strategic planning involved the use of theoretical basis already existent in way to put some order in the existent confusion. The Competitive Values Model dimensions of organizational effectiveness, namely, the bureaucratic dimension, the human dimension, the systemic dimension and the rational dimension didn’t explore, entirely, the concept. For that reason, the politic dimension was included in the theoretical framework. Later, in the agrarian higher education context, the organizational effectiveness multi-dimensional character revealed that the assessment was dependent on nine criteria grouped in three domains, particularly, the internal academic domain, the external adaptation domain and the motivation domain. The theoretical study concerning the strategy and the strategic planning was organized in two dimensions, namely, the prescriptive dimension and the descriptive dimension. But, likeness organizational effectiveness, it seemed appropriate to add an integrative dimension that reflects the conciliatory perspective of the Configuration School. The study of the strategic planning in the agrarian higher education context revealed the, almost, inexistence of investigation works about this theme. For that reason, it was proposed a strategic planning model that included the ten schools contributes about strategy formation. The enlarged theoretical basis allowed the construction of a survey sent by e-mail to the universities and polytechnic institute’s top managers; and, to the organic unit’s leaders that, in the studied institutions, are responsible for the agrarian sciences teaching. In spite of the overloaded agenda, the institution’s top managers and organic unit’s leaders participation in the survey was excellent. In fact, this positive behaviour contributed to the high response tax (62,5%).
The results demonstrate that, in the agrarian higher education, the levels of organizational effectiveness are, globally, sufferable. In spite of that, the quality criteria obtain a high classification. Equally, the behavioural aspects that are attributes of the human relations dimension and rational objectives dimension were more valued by the institutions top managers of both subsystems. But, the organic unit’s leaders considered that the effectiveness levels were highest due to the quality criteria; rational criteria and bureaucratic criteria contributes. In the Portuguese agrarian higher education institutions, the strategic planning involves the definition of deliberate strategic alternatives in the line of the prescriptive schools. In the organizations/organic units, the emerging strategies are neglected because, in spite the high environmental complexity, the sector’s stability is, equally, high. However, this scenario is about to change since the actual stability don’t last forever. In fact, in the actuality, several factors, namely, the real financing decrease, the higher education demand decrease and the educational programs adaptation motivated by the Bologna meeting. For that, the agrarian higher education organizations must be prepared to internalize the external environmental changes. To adapt, the organizations must be flexible and to be so, the organizations must decentralize power. A larger flexibility will allow that emergent strategies can materialize as result of non planned actions.
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