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IMPLEMENTATION OF

STRATEGIC MANAGEMENT IN

SELECTED SCHOOLS

IN WILAYAH PERSEKUTUAN

by

Noryati AliasFaculty of Education and Social Sciences

UNIRAZAK

and

Dr. Siti Maziha MustaphaSchool of Communication and Language Studies

KLIUC


2/18

BACKGROUND OF THE STUDY

This is an exploratory study to find out the

extent of implementation of strategic management

in specific strategic planning in some selected

government secondary schools in Wilayah

Persekutuan.

One of the most contemporary challenges faced by

schools is how to manage both effectively and

efficiently.

Besides quality management, strategic management

has begun to be another crucial model for managing

schools as Cheng (1993) mentioned, applying

strategic management can keep schools matched

appropriately to its environment, improve school

performance, achieve school objectives and fulfill

school mission.


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BACKGROUND OF THE STUDY (CONT)

Strategic management helps school administrators

to determine what directions they want the school

to take besides determining the objectives and

means to get there.

One key component of strategic management is

strategic planning.

In practice, school administrators are required to

submit a proposal for their school plans and

development programs to the District Education

Dept. (PPD) and the State Education Dept. (JPN)

annually.

The proposal which is a projection of three tofive development plans for the school must be

clearly set out with the rationale and cost of

each plan.


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BACKGROUND OF THE STUDY (CONT)

School administrators must be able to forecast and

develop accurately plans for the success of their

schools.

This is when strategic management (SM) knowledge

that school administrators learned prior to their

appointment as school administrators comes into

practice.

Skillful application of the SM techniques can

bring an organizations goals into focus and

success.

Since the effectiveness of school is measured in

empirical results, then the use of SM can helpto produce those results (students achievement,

etc).

SM may assist precisely schools objectives and

the means it require and use the resources needed

to achieve goals.


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OBJECTIVES OF THE STUDY

To determine whether schools have a mission

statement, the most slighted task in SM;

To evaluate to what extent schools implement

strategic planning (SP) involving the structural

attributes of SP, orientation towards strategy in

planning, planning time-horizon, strategic

thinking behaviors and organizing for SP;

To determine whether the implementation of SP has

an impact on the school administrative

performance;

To give opportunities to school administrators to

express their views related to SP for schoolimprovement;

To assist State Education Dept. of Wilayah

Persekutuan in identifying and rectifying barriers

that exist in the implementation of SM in schools.


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METHODOLOGY

A closed questionnaire was used where responses to

a 5 point-likert scale (1=None, 2=A little,

3=Some, 4=Large and 5=Very Large) indicate the

respondent beliefs, feelings and impressions in

this study.

The questionnaire was adapted from Foo Check Teck

(1990) study on strategic planning process with

the ASEAN corporation.

Section A of the questionnaire gathered

demographic information of respondents and Section

B has seven sub-sections where 15 items were asked

that represent the elements of SM, in particular

the aspect of strategic planning. School administrators of 29 secondary schools from

75 public secondary schools in Wilayah Persekutuan

were randomly selected to participate in this

study (N = 156 school administrators).


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DATA ANALYSIS

SPSS Version 18 was used to analyzed the data

collected for the study;

Descriptive statistics were employed to provide

the analysis of the demographic information of the

respondents from section A of the questionnaire;

An analysis of mean scores surveyed in Section B

of the questionnaire was carried out to determine

whether the elements of strategic planning were

being implemented by the schools or not.

Mean scores interpretation:

Less than 3 (Some) or equal to 3 = Not implemented

Equal to 3 (Some) or more than 3 = Implemented

Respondents are Principals, Senior Assistants

(Academic), Senior Assistants (Student Affairs),

Senior Assistants (Co-Curriculum), Heads of

Departments and Afternoon Session School

Supervisor.


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RESULTS Demographic results:

96.2% of the school administrators stated that

their school have a mission statement that

prepares the school for its future.

osition

rincipal Senior Assistants 9

ead of Department 6

Afternoon Supervisor

Gender Male

emale 2

Age Under ears old 2

A

ove to ears old 9A

ove

to ears old

ducation evel Diploma Degree

2

Master 2 thers

um

er of Years inthe

osition ess than 2 ears 2 2 to ears 9More than ears 69

um

er of Years inthe School

ess than 2 ears

2 to ears

to ears More than ears


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RESULTS (CONT) Structural attributes of organizing the

implementation of SP in schools:

Agreed plans were widely produced in the

implementation of SP (4.05 of 5);

Little emphasis on ad-hoc in the implementation ofSP suggesting that school administrators are not

prepared to face unanticipated opportunities or

threats that demand immediate responses since

there are times that strategic decisions have to

made on ad-hoc basis.

SP structuralAttributes ean SDAgreed plans are written down and referred to inimplementation

4.05 0.

egular meetings are being scheduled . 0.

Systematic approach in planning where assessment is made ofschoolsSWOT

. 0.0

Systematic approach where all possible actions are considered . 0.5

On an ad-hoc basis . .


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RESULTS (CONT) Orientation towards strategy in schools:

School administrators in WP did give proper

attention to SP as part of their managerial

function (3.87 of 5);

Evidently, school administrators in WP were

significantly in need of training in SP (2.69 of

5) in enhancing their managerial functions in

school.

Orientation owardsStrategy inSchools ean Sttention given toSP as part of managerial function 3.87 .92Eternal consulting advice was tapped when undertaingSP 2.97 .9rained inSP 2.69 .9


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RESULTS (CONT) Participation in SP:

Senior Assistants were most involved in SP (4.40

of 5) followed by HOD in schools. Planning Time-Horizon and Strategic Thinking

Behaviour:

About 33% of school administrators in WP plan

ahead for the school in a time-horizon of 6 months

to less than a year;Majority of the school administrators spent 26 to

50% of the time in the office for both personal

thinking and discussion on strategic issues

concerning the school;

Organizing for the implementation ofSP:

Meeting regularly (3.65 of 5) is the most common

attribute in the implementation of SP followed by

coordinative role, planning unit is also featured

as part of SP but then ad-hocracy is not

considered (2.53 of 5)as one the features in

implementing SP in schools.


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RESULTS (CONT) Benefits in SP for schools:

SP was considered as a very useful guide to school

administrators to manage the schools to their best(4.33 of 5) where if successfully implemented,

schools should be able to enjoy certain payoffs

that benefit the schools as a whole.

Problems of SP:

Major difficulty faced by school administrators inimplementing SP was that it generated too much

paperwork (3.52 of 5).

Typical features of SP process as implemented in

schools:

School administrators in WP saw themselves as verysuccessful in keeping a record of agreed plans

during the SP process (4.12 of 5)


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SUMMARY OF RESULTS The main findings of the research revealed that

secondary schools in Wilayah Persekutuan practiced

strategic planning that is largely characterized

by:

All schools do have a mission statement as a guide

for future directions;

Most school administrators engaged in a formal

aspect of strategic planning where agreed plans

are written down and referred to in

implementation;

Strategic planning in schools does not seem to be

on an ad-hoc basis;

Strategic planning was given proper attention in

the planning process in spite of little knowledge

in strategic planning;

School administrators in Wilayah Persekutuan does

require training in strategic planning;


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15/18

IMPLICATIONS OF THE STUDY

School administrators in WP have identified the

importance of implementing SP in the school

management. In spite of very little knowledge and training in

formal SP, school administrators in WP did try

very hard in giving proper attention to SP as part

of their management. Thus, we can expect better

results if proper and sufficient training was

given to school administrators prior their

appointments.

SP should be inculcated as a culture in managing

the schools that can be achieved if MOE, State

Educ. Dept and District Educ. Dept work

collaboratively to organize formal training

programs of SP for school administrators.

Though formal planning is already in existence for

many years in school mgmt, but SP as understood in

this research is more than formal planning.


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LIMITATIONS OF THE STUDY

This study only concentrates on and was

confined to school administrators in WP;

Only school administrators: Principal (1),

Senior Assistants (3), Head of Department

(4) and Afternoon Session SchoolSupervisor (1) involved as respondents of

the study.

Lack of previous studies on Malaysian

school settings sinceSM

can be consideredto be a new method of managing schools.

Thus this study is basically exploratory

in nature.


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SUGGESTIONS FOR FUTURE RESEARCH

A similar exploratory study can be conducted in

other states in Malaysia to investigate whether

there are significant differences in the

implementation of SP;

To determine whether the implementation of SP in

schools have profound impact on students

achievements in national examinations;

Comparing schools management performance between

the schools that practise strategic planning with

those schools that do not practise it; and

This study can also be extended to State Educ.

Depts, the backbone of the MOE in Malaysia toinvestigate whether these State Educ. Depts are

grasping the strategic initiative in their plans

for the whole system of education in their own

states.


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CONCLUSION

The whole idea of Strategic Management in schools

is that each school decides its own way forward. Thus, let this study be the beginning of a new

dimension in school management research in

Malaysia.

As said by Ackoff (1970): Planning is one of

the most complex and difficultintellectual activities in which man can

engage. Not to do well is not a sin but to

settle for doing it less, is

THANK O VER MUCH

FOR LISTENIN TO THISSHORT PRESENTATION

from

Noryati Alias and Dr. Siti Maziha Mustapha

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