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Strategic Management Planning for online program at Focus Training Institute

Lorna Nkatha Mwathe

Kenya Technical Trainers College 

Educational Administration

Madam:Jean Fundi

11/05/2022
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Strategic Management Planning for online program at Focus Training Institute

SWOT Analysis

SWOT stands for Strengths, Weaknesses, Opportunities and Threats. In this case, the strengths

and weaknesses relate to internal digital issues that every moderator needs to know. If your weaknesses

outweigh your strengths, you should review your strategy to reduce your weaknesses before

implementing an e-learning approach.

Opportunity refers to situations where market changes (such as students with new standards) and

available technology can be used to better meet new needs. Threats include anything that can adversely

affect growth from the outside. B. Lack of formal certification of new digital systems implementation and

smooth operation, ongoing IT training of staff, or online courses.

SWOT analysis of e-Learning educational services and intentions can be looked at from 3

different perspectives:

 Students

 Faculty

 Institutions

In our case we will only look at it at the institutional level as stated.

Institutions SWOT Analysis Table.

STRENGHTS WEAKNESS OPPORTUNITIES THREATS

 Great variety  Can dilute the  Enhance  Strong market
of subjects and face-to-face regional and share
courses offered offer local education competition
online.  Fulltime opportunities  Increased cost
 Increased students are  Growing trends to create and
enrolment and less likely to for online maintain
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revenue complete online students’ complicated

 Increased courses enrolments + data base and
reputation seen  The cost of e- f2f online libraries.
as modern, learning is  Marketing  Difficulty
competitive capital driven. strategies to recruiting and
and cutting (Virtual attract a variety keeping quality
edge. database, of students instructors.
 Quality matters libraries, IT, profiles
standards that providers, (traditional,
ensure quality program adult, remote,
online delivery development) parttime.)

Vision Statement

Unlike a mission statement, a vision determines the organizational direction and

highlights the strategic focus of a corporation. A vision statement depicts what the future would

look like for an entity (Slåtten, Mutonyi, & Lien, 2021). Hence, a management team should give

special consideration to the operating environment and other factors when developing an

establishment’s vision statement.

Based on this, Focus Training Institute vision statement is as follows:

Setting the global standard in online, blended, and digital learning.

Mission statement

A mission statement has the power to positively influence an organization’s general

performance. Researchers have defined a mission as an enduring statement of purpose,

differentiating one establishment from another (Berbegal-Mirabent, Mas-Machuca, & Guix,

2021). The described statement highlights what a business does and offers direction to various

stakeholders, including employees. Focus Training Institute mission is as follows:

Creating community and knowledge around quality online, blended, and digital learning while

driving innovation.
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Organizational Values

Just like individuals, organizations must pursue a specific set of values. Researchers have

established that organizational values influence various operational issues, including

organizational identity, corporate culture, and employee performance and satisfaction (Gorenaka,

Edelheimb, & Brumen, 2020). One could argue that the mentioned values are deeply embedded

in an entity’s workplace culture. Organizational culture influences corporate values since they

dictate how employees act, communicate and make decisions. Organizational values have

increasingly become essential since they give workers a purpose and promote workplace

engagement.

Focus Training Institute will have several organizational values that will guide all

stakeholders. First, the establishment will pursue quality online education and ensure that it

offers student-satisfactory education. Second, the institution will promote stewardship and online

studies discipline. Third, Focus Training Institute intends to displace high levels of decency

when engaging with students and other stakeholders. Fourth, Focus Training Institute will pursue

organizational excellence by adhering to best online and distance learning practices. Fifth, the

institution will promote access to affordable and quality online education for all people

regardless of their socio-economic well-being. The last organizational value is crucial in offering

quality services to the marginalized people.

Three Goals

An effective strategic plan should outline multiple goals that an institution intends to achieve.

The described goals should be realistic and submitted to various stakeholders for their input

(Biondi & Russo, 2022). Some establishments fail to attain their goals by setting outlandish aims

and pushing for grandiose transformations. Unrealistic and impractical goals are likely to stifle
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an entity’s progress, making workers more discourages and demotivated. Hence, Focus Training

Institute must focus on producing measurable outcomes that will fuel organizational growth and

result in advanced objectives. The three goals for the mentioned institution are:

Goal 1

In one year, educate over 30,000 students, resulting in an annual increase in student revenue to

Ksh 2.5 million.

Goal 2

Ensure that 95 percent of all students make prompt payments within the next three months by

offering cash discounts and other non-financial incentives.

Goal 3

Increase student satisfaction rate by 50 percent by ensuring that staff members spend at least five

minutes with a student, asking these individuals questions about their overall experience and

opinions.

Objectives

Generally, goals are long-term and broad definitions while objectives are largely short-

term and more measurable targets to attain the overall goals. This section sheds light on the

objectives that Focus Training Institute will pursue to attain the three developed strategic goals.

Objectives for Goal 1

1. Launch a social media campaign to promote awareness of Focus Training Institute and its

core mission and vision.

2. Train employees within the next one month to boost students’ satisfaction.

3. Engage with community leaders and encourage the students to visit the portals for lower

enrollment costs.
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Objectives for Goal 2

1. Engage with students to encourage them to make prompt payments when they get

employed or finish school (Loan students).

2. Roll out a five percent discount for students that make cash payments within the next

week.

Objectives for Goal 3

1. Train workers on the significance of online and distance education programs in the next

week.

2. Provide student satisfaction surveys from next week.

The table below provides an overview of the goals and objectives for North Side Hospital.

Goal Objectives
In one year, enroll and 1. Launch a social media campaign to promote awareness of
educate over 30,000 Focus Training Institute and its core mission and vision.
students, resulting in 2. Train employees within the next one month to boost
an annual increase in students’ satisfaction.
students revenue to 3. Engage with community leaders and encourage the students
$2.5 million. to visit the portals for lower enrollment costs.

Ensure that 95 percent 1. Engage with students to encourage them to make prompt
of all students make payments when they get employed or finish school (Loan
prompt payments students).
within the next three 2. Roll out a five percent discount for students that make cash
months by offering payments within the next week.
cash discounts and
other non-financial
incentives.

Increase student 1. Train workers on the significance of online and distance

satisfaction rate by 50 education programs in the next week.
percent by ensuring 2. Provide student satisfaction surveys from next week.
that staff members
spend at least five
minutes with a student,
asking these
individuals questions
about their overall
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experience and
opinions.

Performance Plans for the Objectives

Objective Action Plan

1. Train  Hold online training sessions
workers on  Provide workers with incentives
the  Develop student satisfaction surveys
significance
of online Measurement Tools
and  Random student surveys
distance  Workplace chat system
education
programs in
the next
week.
2. Provide
student
satisfaction
surveys
from next
week.

1. Engage  Address financial challenges facing students

with  Make payment plans with students
students to  Engage with non-governmental organizations to assist students
encourage
them to Measurement Tool
make  Receipts
prompt  Surveys
payments
when they
get
employed
or finish
school
(Loan
students).
2. Roll out a
five percent
discount for
students
that make
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cash
payments
within the
next week.

1. Launch a  Create social media pages for the institution

social  Hire a digital marketer for the institution
media  Meet community leaders every week
campaign
to promote Measurement Tools
awareness  Social media analytical tools
of Focus  Social media surveys
Training  Interviews with community leaders
Institute
and its core
mission and
vision.
2. Train
employees
within the
next one
month to
boost
students’
satisfaction.
3. Engage
with
community
leaders and
encourage
the students
to visit the
portals for
lower
enrollment
costs.

Benchmarks for the Goals

1. Track the institution revenue figures and ensure it attains Ksh 2.5 in the next year.

2. Evaluate if the institution has educated at least 30,000 students in the next year.
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3. Improve the overall monthly revenue for the institution to Ksh 300,000 in the next

two months.

4. Evaluate if students give the institution a rating of eight and above out of ten.

5. Assess if employees indicate that they are satisfied with the establishment’s internal

policies and operations.

The Institution’s Main Focus on a Five-year Strategic Plan

In my opinion, Focus Training Institute main focus should be providing Online-centered

education for all students in the next five years. The organization should train its workers and

promote various corporate values, including decency.

Conclusion

Creativity and innovation in educational institutions are being challenged in these times.

The aftermath of the Covid-19 pandemic requires education leaders to be creative in-service

delivery and delivery, accelerating digital transformation plans in all educational institutions

around the world. Accessibility and affordability are also key factors in making these services

available to students and learners

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References

Berbegal-Mirabent, J., Mas-Machuca, M., & Guix, P. (2021). Impact of mission statement

components on social enterprises’ performance. Review of Managerial Science, 15(3),

705-724.

Biondi, L., & Russo, S. (2022). Integrating strategic planning and performance management in

universities: a multiple case-study analysis. Journal of Management and Governance, 1-

32.

Gorenaka, M., Edelheimb, J.R & Brumen, B. (2020). The influence of organizational values on

job satisfaction of employees. Human Systems Management 39(3), 1-15.

Slåtten, T., Mutonyi, B. R., & Lien, G. (2021). Does organizational vision really matter? An

empirical examination of factors related to organizational vision integration among

medical school employees. BMC Health Services Research, 21(1), 1-17.

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Question 2 – 30marks

Bureaucratic Theory

It often bases its rules on the structure of the system. My reason for choosing

Bureaucratic theory is because it refers to the formal hierarchy where various tasks are assigned

to different people and departments. Additionally, they are kept together by a centralized

administration. This theory was developed by Max Weber (1864-1920), who was a German

historian and sociologist, and is regarded as the “father of bureaucracy” This theory is quite

popular, and is used by a host of both private and public institutions. This is because it is more

relevant in the delegation of tasks.

Applications

Accountability

Despite being viewed as a large system of rules and regulations, the bureaucratic culture requires

responsibility and accountability. People who work within this structure often have a high level

of education, more self-direction and are more open-minded.

job security

A bureaucratic structure also provides more job security than other organizational structures as

long as its employees follow directions. Typically, if a worker does what he is told, abides by the

rules and is accountable to his position, he can expect a steady salary and benefits.

Equal Chances to Succeed

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Favoritism is discouraged in a bureaucratic structure. In a successful bureaucracy, the impersonal

nature of relationships creates some benefits. Equality is emphasized. This means that

friendships don’t influence the outcomes that are created.

Limitations

(a) The inability to legitimize differences in ideas among the personnel depresses creativity;

(b) New ideas generated from within would possibly be subject to scrutiny by the official

hierarchy, especially if those ideas were in conflict with perceived rational teaching behavior;

(c) Bureaucracy does not adequately allow for personal growth and the development of mature

healthy personalities;

(d) Bureaucratic organizations do not have adequate structures or processes for the review of

decisions;

(e) Bureaucratic organizations are unable to accommodate the diversity of external inputs needed

for democratic school systems;

(f) The extrinsic reward system stimulates conformity rather than innovation;

(g) Prior organizational resource commitments to subunits within the organization make it

difficult to develop innovative solutions to new problems;

(h) Bureaucracy does not take the informal organization into account; and

(i) lines of communication are often closed because of hierarchical divisions.

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Question 3.

Roles of education managers.

Cabinet secretary.

 school standards, quality and improvement

 school infrastructure & staffing

 educational attainment, qualifications and closing the attainment gap

 National Improvement Framework

 behaviour and measures to combat bullying

 non-advanced vocational skills

 historical abuse enquiry

Principal secretary.

 The overall management of the staff and budget.

 The formulation and implementation of employment laws and policies.

 To coordinate the enforcement of labour legislation and propose amendments as and

when required.

 To ensure that the international obligations of Seychelles under the preview of the

Department are fulfil.

Directors if education
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 oversees the evaluation,

 selection and integration of curricula and learning materials for a school, school district

or other educational institution.

 Education directors often work in elementary, middle and high schools.

County director of education.

 Identify staffing gaps in schools within the county;

 Appoints and deploys primary school heads;

 In liaison with the Regional Coordinator, appoint School principals and other

administrators.

 Facilitating the processing of teacher registration and enforcement of

the requirements for teacher registration;

  Coordinate teacher recruitment at the county and ensure that the

Commission’s recruitment guidelines in force are adhered to;

  Maintain a data base of registered teachers including the unemployed teachers within the

county;

 Implement guidelines issued by the Commission from time to time;

 Maintain a data base for all administrative posts in the county;

 Maintain a data bank of all teacher vacancies available at the county;

 Coordinate identification and selection of candidates for Teacher Professional

Development Courses (TPDC) within the county as per the guidelines issued by the

Commission from time to time;

 Coordinate teacher promotions under the common cadre establishment within the county;

 Ensure that teachers comply with the teaching standards prescribed by the Commission;
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 Monitor the conduct and performance of teachers at the county level;

 Oversee performance appraisal of teachers at the county level;

 Submit other reports related to performance of teachers as the

 Commission may require from time to time;

 Transmit reports from heads of institutions to the Commission;

 Supervise staff within the county;

 Advise the respective county governments on matters relating to

 the teaching profession;

 Establish mechanisms to enhance communication and service delivery at the county;

 Perform any other duty as may be assigned by the Commission from time to time.

 Liaise with the Commission Secretary and other stakeholders in resource mobilization.

 In discharging the functions spelt-out under the Code or Regulations for

 Teachers, the County Director shall at all times be answerable to, and work under the

direction of the Commission Secretary.

Sub county director of education.

 Identify staffing gaps in schools within the county;

 Appoints and deploys primary school heads;

 In liaison with the Regional Coordinator, appoint School principals and other

administrators.

 Facilitating the processing of teacher registration and enforcement of

the requirements for teacher registration;

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  Coordinate teacher recruitment at the county and ensure that the

Commission’s recruitment guidelines in force are adhered to;

  Maintain a data base of registered teachers including the unemployed teachers within the

county;

 Manage aspects of teacher management as per the existing policy

Boards of management.

 Draws up the school plan and ensure that it is acted on.

 Appoint the principal, the teachers and other staff.

 Ensure that the school fulfils its functions as set out in the Education Act 1998.

 Promote contact between the school, the parents and the community and must facilitate

and give all reasonable help to a parents' association in its formation and its activities

 Have overall responsibility for the school's finances. It must ensure the school has

comprehensive insurance cover, keeps proper accounts, which may be audited by the

Department of Education and/or the Comptroller and Auditor General. Its annual

accounts must be available to the patron and the school community.

 Ensure that child protection and welfare are considered in all of the school’s policies,

practices and activities. The board must ensure that the Child Protection Procedures for

Primary and Post Primary Schools are fully applied by the school.

 Ensure the school has a code of behaviour and an anti-bullying policy

School committee.

 The School Committee has the responsibility for approving a final budget.
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 Managing funds of the school.

 Settling disputes in the school or making recommendations to the DEO.

 Conducting tendering interviews/approvals for supplies and receiving school supplies

(Kenya 2008).