BM 203 – Business Strategy
Group Assignment - Report
Factors Affecting Effective Strategic Planning Process
in Hayleys Fabric PLC
Department of Business Management
Faculty of Business
Sri Lanka Institute of Information Technology
Sri Lanka
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Contents
1. Introduction of the report ....................................................................................................... 2
2. Acknowledgment ................................................................................................................... 2
3. Abstract .................................................................................................................................. 2
4. Introduction to the Strategic Planning Process ...................................................................... 3
5. Literature Review................................................................................................................... 4
5.1. Organizational structure .................................................................................................. 4
5.2. Organizational culture ..................................................................................................... 5
5.3. Leadership ....................................................................................................................... 6
5.4. Human resource............................................................................................................... 6
6. Research Methodology .......................................................................................................... 7
7. Research findings ................................................................................................................... 7
7.1. The general information about the respondent ................................................................ 8
7.2. Strategic plan implementation practices within Hayley’s fabric plc ............................... 8
7.3. The factors influencing the strategic planning process ................................................... 9
7.3.1. Organizational structure ......................................................................................... 10
7.3.2. Organizational culture ............................................................................................ 10
7.3.3. Organizational leadership ....................................................................................... 11
7.3.4. Internal HR practices .............................................................................................. 11
7.3.5. Stakeholders............................................................................................................ 12
7.3.6. Internal Communication ......................................................................................... 12
8. Conclusion ........................................................................................................................... 13
References ................................................................................................................................ 14
Appendices ............................................................................................................................... 15
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1. Introduction of the report
Hayleys Fabric PLC is the one of the leaders in the fabric manufacturing industry in
Sri Lanka. The Company has the capability to complete the entire product portfolio of the
customer, offering end-to-end solutions from knitting, dyeing, finishing, design and
development, printing, brushing and sue ding of both cotton and polyester based fabric.
Hayleys fabric is the largest manufacturer of polyester in the country. (Anon., 2017)
Group Details (Table 1)
University ID Name of student Signature
1. BM16432376
Nadishan G.S.W.Y.
2. BM17517966
Joachim S.P.
3. BM16428966
Dissanayake D.M.N.I.
4. BM17516808
Perera M.N.R.
5. BM16427594
Fernando R.H.D.N.
6. BM16428270
Attanayake L.G.
2. Acknowledgment
We take the opportunity to express our sincere gratitude to all who assisted us in the
completing of this report of factors affecting strategic planning process of Hayleys Fabric
PLC Mr. P.R.A.S. Rathnayake of Hayleys Fabric PLC, our module leader Dr. Wasantha
Rajapaksha and instructor Miss Naduni Madavika to make this project.
3. Abstract
The general objective of this assignment is to identify the factors that influence
effective strategic planning process in Hayleys Fabric PLC. The key factors that influence
strategic planning and the reasons for having a plan for the nature of organization are closely
monitored in order to remain in the market or expand the market share. This can be achieved
by aligning and implementing strategic plan with vision, mission & objectives of the
organization.
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This study of factors that influences effective strategic planning process in Hayleys
Fabric PLC investigate the relationship between strategic plan and organization structure,
organization culture, leadership, internal HR practices, internal communication and
stakeholders. This report also identifies not only the factors but also the strategies that lead to
have a successful strategic planning implementation.
4. Introduction to the Strategic Planning Process
A strategic plan is a set of processes undertaken in order to develop a range of
strategies that will contribute to achieving the organizational direction (App. Figure 4.1)
(Tapinos, 2005). Therefore, this clearly demonstrates that the vision and mission of the
organization will have to put in place strategies that will guide the organization to achieve its
goals and objectives. By doing so then company will have to formulate strategies that will
guide to company to achieve their future vision and to be success in the future. Any
organization should have dreams as well as methodologies to achieve those dreams.
Strategies can be formulated in three levels; they are corporate level, business level and
functional level. Corporate level strategy is concerned with the overall scope of an
organization and how value is added to the constituent business of the organizational whole.
(Gerry Johnson, 2011) At corporate level, strategies are formulated by the top management or
the board of directors. Business level strategy is about how the individual businesses should
compete in their particular markets. (Gerry Johnson, 2011) At business level, strategies are
formulated by middle level managers. Ex: marketing manager, finance manager. Operational
strategies are concerned with how the components of an organization deliver effectively the
corporate- and business level strategies in terms of resources, processes and people. (Gerry
Johnson, 2011) At operational strategies are formulated by functional level managers.
In organization, the board of directors are responsible for the long-term decision and
corporate strategies that should be implemented by the management in order to achieve
company’s objectives. The board of directors have the responsibility to give directions to the
management team of organization to maximize profit on behalf of their shareholders. To be
success in strategy formulation, it is important for organization to prepare SWOT analysis,
PESTEL analysis and Porter’s five forces analysis. SWOT analysis is a very powerful tool to
analyze organizations internal strengths and weaknesses as well as external threats and
opportunities. PESTEL analysis help to identify impacts and effects of politics, economic,
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social, technology, environment and legal aspects on its operations. Porter’s five forces
analysis help to analysis about the behavior of industry. (Job kipkemboi kiptoo, 2014)
5. Literature Review
Many scholars and writers agree that a strategic plan should be simple, realistic and
should ability to understand. (Job kipkemboi kiptoo, 2014) Literature review covers the
theoretical and methodological contributions to the Hayleys fabric’s strategy, strategy-
planning process, strategy implementation process, factors influencing effective strategic
planning process & importance of strategic planning. A strategic plan has to be realistic &
obvious to achieve. It neither should be hard to achieve nor very simple. A strategic plan has
to be created in a way that it is flexible to adapt to change the environment makes.
Currently Hayleys Fabric PLC spends a considerable amount of time, energy and
money to develop and assign strategies within the company. It is very important that the
strategic developers formulate strategies in a way that it is understandable to employees
working in all the levels of the organizational hierarchy.
5.1. Organizational structure
An organizational structure describes how a series of activities such as task allocation,
coordination and supervision are directed towards the achievement of organization goals &
objectives. According to Louw and Venter, organization structure is the formal pattern of
interactions and coordination designed by management to link the tasks and patterns of
individuals and groups in achieving organizational goals. (Job kipkemboi kiptoo, 2014)
According to Stephen P. Robbins, we can define organizational structure as the way in which
job tasks are formally divided, grouped and coordinated. (Judge, 0213) Hence, it is clear that
how important and significant organizational structure is in the process of strategic
development of an organization.
. Hence, it is clear how Hayleys Fabric PLC has developed their structure in order to
formulate and achieve their strategies of customer centricity, innovation, on time delivery and
upgraded productivity both in technology and employee behavior. Another important factor
that effects an effective strategic planning process is the decision making structure. The two
centralized and decentralized structure creates two different platforms for strategic planning.
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In decentralized structure the decision, making power is vested on various
departmental heads with different degrees of independence in terms of procedures, tasks and
activities where in a centralized structure, the top management takes control and make all the
decisions where they have the power over their departments. Therefore, by evaluating the
above situations it is clear that how significantly the organizational structure contributes to
the success of strategic planning within an organization. (Job kipkemboi kiptoo, 2014)
5.2. Organizational culture
This is simply the behavior of human beings who are a piece of the organization and
who are part of the actions performed within the organization. The organizational culture
consists of organizational values, vision, symbols, beliefs, norms etc. (Job kipkemboi kiptoo,
2014) According to Stephen P. Robbins, we can define organizational culture as a system of
shared meaning held by members that distinguishes the organization from other
organizations. (Judge, 2013) Organizational culture is an idea in the field of organizational
studies management, which describes the psychology, attitudes, experiences, beliefs and
values (personal and cultural values) of an organization. (E.H, 2009) It is literary a set of
shared mental assumptions within people in the organization that guides actions and behavior
of individuals. Majority of the organizations; just like Hayleys Fabric PLC, has its own
unique culture described in its mission, vision and values. The mission in Hayleys Fabric
clearly states that their primary intention is to attract premier clothing brands in the whole
world through innovation, spread, reliability, quality and service while aligning their business
strategies to satisfy their stakeholder needs. Here the stakeholders refer to both internal and
external parties interested in the performance of the organization. The belief of Hayleys is
abiding by a set of strong values, which is essential to have a proper conduct in business. The
fundamental values like integrity, accountability, quality, service, innovation, people and
good citizenship are some of the factors of Hayleys Fabric PLC that shows its culture and
behavior of individuals.
Integrity refers to doing the right thing by being honest, efficient and reliable always
in behavior and conduct. Accountability describes the culture of holding themselves
responsible to deliver what they promise to give. Quality refers to delivering excellent
standards consistently and they believe in rending an excellent service by giving prominence
to their customers. The value of good citizenship is about caring for communities in which
they work and being environmentally responsible in all what they do. (Odera, 2014) It is clear
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how the vision, mission and values of an organization explains and reflects its organizational
culture. In Hayleys Fabric PLC, the team spirit among individuals has been developed to
create value to their stakeholders. Their tasks are designed and produced in a manner to
enhance quality of their products by maintaining excellent standards and putting their
customer to the center of all their activities.
In order for organizations to become successful in strategic planning, it is
significantly important that the organizational culture plays an extremely important role. The
strategy developers should have the ability to alter the strategies according to the change the
organizational culture creates. By developing belief within managers and employees in the
culture and its importance, it is possible to become a successful organization.
5.3. Leadership
This is the process of influencing others or subordinates to achieve an objective and
directs the organization to become well integrated. According to Stephen P. Robbins, we can
define leadership as the ability to influence a group toward the achievement of a vision or a
set of goals. (Judge, 2013) Leaders conduct this process by applying their attributes such as
values, ethics, experience, knowledge, skills, and character in order to direct the activities and
individuals of the organization.
Leadership affects the strategic planning process so much as it makes followers have
the need of achieving higher goals and the leadership skills motivate subordinates take over
risk and be successful in their tasks. It is important to know that leadership skills can have
both positive and negative effects on the organization. By considering this matter, leaders
should be a group of individuals that vibrates their knowledge and skills that will help the
organization to reach great heights. Arising from the above, we can say that leadership acts as
an extremely important element of the organization that can support a successful strategic
planning process.
5.4. Human resource
This resource plays a major role within the organization. William R. Tracey, in The
Human Resources Glossary, defines Human Resources as "The people that staff and operate
an organization," as contrasted with the financial and material resources of an organization.
(Heathfield, 2016) Most of the time the HR department is not considered as an important
department in the strategic planning process as it is regarded as a support team. However, it is
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wrong to neglect such an important segment, as it is literary the core of the organization as it
is all about people. Most organizations view the department of human resources as an
administrative function within the organization but they forget that the department has a big
opportunity to align it with its strategic plan
Hayleys Fabric PLC gives great importance to the people factor where they have gone
to the extent of recognizing it as a value. In corporate world, the element of human resource
is strategic as it contributes to a successful strategy. In general, the strategic human resource
management is the process of linking the human resource function with the strategic
objectives of the organization in order to escalate its performance. Human resource is an asset
that is recognized as factor of sustained competitive advantage. Hence, it is a factor that
contributes massively to the success of strategic planning in the organization.
6. Research Methodology
Research methodology describes the entire process that our team used to obtain the
data, research design, data collection method, data collection instrument, data collection
procedure and data analysis. The research was a descriptive online survey (Google forms)
study on the factors influencing strategic planning process with Hayleys Fabric PLC. This
design enabled us to document the factors that influence strategic planning within the
company.
The questionnaire had been sent to the managers and non-managers in the
departments of marketing & merchandizing. While primary data was collected using a
questionnaire, the secondary data was gathered using the journals, website and annual reports
of Hayleys Fabric plc. The raw data was examined, checked and cleaned for completeness
and comprehensibility by eliminating unusual data & interpreting ambiguous answers. The
data was in qualitative & quantitative in nature and data presentation was done by the use of
tables and figures.
7. Research findings
This represents the analysis & interpretation of research findings. The data analysis is
divided into 3 parts.
1. The general information about the respondent
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2. Strategic plan implementation practices within the organization
3. The factors influencing the strategic planning process
7.1. The general information about the respondent
The study sought to find out the general characteristics of the organization & the
responded information in terms age, working experience & education level. (App. Figure 7.1)
shows that age of the respondents and most of them are at the age of between 35 & 45. In
(App. Figure 7.2) it is observed that most of the respondents have been in the organization for
more than 5 years. Most of the respondents have even obtained a certificate level diploma and
most of them have read for a postgraduate degree (App. Figure 7.3).
7.2. Strategic plan implementation practices within Hayleys Fabric PLC
Strategic plan implementation within the organization is at a good extent as per most
of the respondents (App. Figure 7.4). According to the research findings, internal
communication has affected the successful implementation of strategy in a great extent (App.
Figure 7.5 & App. Figure 7.6). Internal communication within the organization is in a good
level (App. Figure 7.7). Most of the respondents agree to the statements of “An efficient
communication should give comprehensible explanations of new duties, responsibilities and
obligations” and “Information systems’ role in the implementing course is essentially related
to internal flow of information & emerges on environmental ambiguity phenomenon”, while
most of them strongly agreed that “ Joint communication & total understanding among HR is
a significant feature in strategy implementation procedure” (App. Figure 7.8). According to
most of the respondents, value of information, time accuracy of the information and the
significance of information are considered to a great extent while magnitude of the
information is considered to a very great extent in deciding which mode of information
exchange to use (App. Figure 7.9).
When considering about effective communication and consensus (App. Figure 7.10),
effective communication and employee understanding about the strategic plan are strongly
influence strategic plan implementation, consensus strongly & moderately influence while
strategic consensus/ agreement between top, middle & lower level managers and employee
understanding on what new responsibilities, tasks & duties need to be performed by them
moderately influence strategic plan implementation according to the research findings.
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Organizational culture affects the successful implementation of strategy in a great
extent according to most of the respondents in relevant departments in Hayleys Fabric PLC
(App. Figure 7.11 & App. Figure 7.12). Organizational culture influence flexibility &
adaptability, process implementation and cultural alignment in a very great extent while goal
unification is influence in a great extent (App Figure 7.13). Ethics, values, customs and
beliefs influence the successful implementation of strategy within the organization in a very
great extent and traditions influence in a great extent (App Figure 7.14). Most of the
respondents strongly agree that organizational culture, leadership, organizational leadership
rivalry and clarification of the strategic plan intentions influence strategic plan
implementation while they agree shared beliefs influence strategic plan implementation in a
moderate level (App Figure 7.15).
According to the respondents’ view availability of adequate resources affects the
successful implementation of an organizational strategy (App. Figure 7.16).Staff skills,
interdepartmental relations, personal training & development and compensation/ reward of
personnel strongly influence strategic plan implementation while employee commitment
influence in a moderate level as per respondents (App. Figure 7.17).When considering about
organizational structure & systems, organizational structure and formalization of the systems
influence more, while coordination among the systems and specialization in the systems
moderately influence and they prefer decentralization rather than centralization. (App. Figure
7.18)
Most of the respondents strongly agree that HR practices and organizational culture &
leadership influence strategic plan implementation and they moderately agree that effective
communication & consensus and organizational structure & administrative systems influence
strategic plan implementation.
7.3. The factors influencing the strategic planning process
Based on the research about Hayleys Fabric PLC, we were able to identify few factors
that highly influence the strategic planning process. The factors are;
1. Organizational structure
2. Organizational culture
3. Organizational leadership
4. Internal HR practices
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5. Stakeholders
6. Internal Communication
7.3.1. Organizational structure
An organizational structure of an organization strongly influences strategic planning
process and it is proved by the research findings. Hayleys Fabric PLC has a matrix structure
that is formed with a combination of Functional and Process departmentalization. General
Manager is concerned about process departments while Assistant General Manager is
concerned about functional departments. (App. Figure 7.3.1.1) It has a tall organizational
structure consists of many hierarchical levels. Though it has a tall structure, the strategies are
divided among hierarchical levels smoothly. The span of control is narrow which leads to
complete tasks gradually in an effective manner. Hayleys Fabric PLC prefers decentralized
decision-making process rather than a centralized decision making process. They have a
unique structure than reflects its image, reporting relationship and internal politics. It is also a
formalized structure where the decisions & working relationships were governed by formal
rules and procedures. Hayleys Fabric PLC has a matrix structure that is formed with a
combination of Functional and Process departmentalization.
7.3.2. Organizational culture
The company’s culture has been adapted according to the Sri Lankan culture. Hayleys
Fabric PLC has given a clear attention towards the values and beliefs of the employees as the
main motivation happens through the culture. In order to have a positive influence towards
the strategic planning process from organizational culture, the top management has made the
organizational environment accordingly, so the productivity of the employees gets enhance
through it. Annual trips and events such as cultural functions have highlighted the
adaptability of Hayleys Fabric. As they follow a decentralized system, most of the working
methods are decided with the knowledge of lower level employees, otherwise it will be a
huge problem from trade unions. Balancing both culture and strategies, Hayleys Fabric has
been able to be successful in strategic planning process.
Culture of Hayleys Fabric PLC has been influenced in a positive and also a negative
impact towards the strategic planning. The culture has been strongly affected by bad practices
in their company internal environment as the trade unions influence strategic planning
process of the company. That also misleads their strategic planning and implementation.
When implementing strategic plans trade unions do not let the executives to implement
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strategies successfully. Not only one trade union but many trade unions influence this and
their objectives are different from each other and objectives of the overall company which
lead to conflicts between trade unions and executives of the company.
7.3.3. Organizational leadership
Some of the expert business minds in the country lead Hayleys Fabrics PLC. Chaired
by Mr. A.M. Pandithage, the Board of Directors steer the Company with outstanding
leadership by establishing strategic direction. (Anon., 2017) Otherwise, Mr. Dammika Perera
who is the business tycoon in Sri Lanka is a non-executive director of Hayleys Fabric PLC.
(He is a single person who has the highest share value of Hayleys Fabric PLC also Hayleys
Group PLC.) They are responsible for setting forth managerial frameworks for the smooth
functioning of the Company and for preserving the interests of key stakeholders. The Board
sets periodical goals while regularly monitoring performance against Key Performance
Indicators (KPIs) which consist of both quantitative and qualitative measures. (Anon., 2017)
Hayleys fabric follows a democratic leadership style where the lower level employees
are engaged and involved in decision making process as well as they are allowed to make
work methods. Since lower level employees decide the work methods and feedbacks lead to
an employee satisfaction so they would give their full commitment towards their job.
Therefore, it is clear that leadership strongly influence the strategic planning process.
7.3.4. Internal HR practices
Internal HR practices strongly influence strategic planning process as HR department
is interconnected with each department. In order to implement strategies, those should match
with HR practices such as;
Employee relations
Employee performance improvement plans
Ensure compliance with labor laws
Recruitment and training
Employee welfare
Internal HR practices also interconnect with other factors that influence strategic planning
process as organizational structure, organizational culture and leadership in Hayleys fabric
PLC. The company has been able to minimize conflicts when implementing strategies due to
good internal practices.
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7.3.5. Stakeholders
Stakeholders are those individuals or groups that depend on an organization to fulfill
their own goals and on whom, in turn, the organization depends. Stakeholders influence on
company’s strategy as social responsibility and community citizenship have been consistently
integrated into business management. (Gerry Johnson, 2011) Customers, employees,
suppliers, shareholders and business partners are key stakeholder groups that influence are
company activities. According to Hayleys Fabric, their stakeholders directly and indirectly
influence the strategy of the company. Shareholders are the primary stakeholders as they can
vote out directors if they believe they are running the business badly.
The performance of Hayleys Fabric directly affects the internal stakeholders and
management must financial effects on internal stakeholders. Board members give the
management broad goals & strategies and require company’s leadership to run key decisions
by them, including those concerning financial goals, brand management, new product lines or
acquisitions.
7.3.6. Internal Communication
In Hayleys Fabric PLC, internal communication can be identified as one of the main
elements to understand all the levels of the company. With communication being such a
prominent driver of strategic success, the company finds it helpful to develop a
communication plan. A strong communication plan is used to make sure that the information
is spread out effectively among all the levels.
Emailing is the most used internal communication technique used in Hayleys Fabric
PLC. They consider it faster and more efficient than other methods of internal
communication. Other than emails face-to-face conversation, memos, reports, telephone,
letters, notice board, interview, fax, complaint and suggestion box and questionnaires and
survey are use as internal communication techniques to collect value adding ideas for the
process of developing strategies. By giving feedback forms to employees by the end of a
project or a time period the management could identify whether they have been able to
achieve their targeted objectives and if so not they could plan their future by making
necessary alternations. Through internal communication: vision, mission, goals, objectives
and scopes have been conveyed to all the employees, so that they can have a clear idea about
that and carry out their tasks.
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8. Conclusion
Major organizations like Hayleys Fabric PLC who have a number of processes and
activities prefer formal approaches like doing external and internal environmental analysis to
have good knowledge about factors that affect the process of developing a strategic plan.
Apart from these factors like leadership, organization structure, organization culture, and
human resource contribute immensely toward the strategic planning process. Out of those
Organizational Culture, Structure and leadership directly and strongly influence the strategy
planning process. Leadership contributes in the strategic planning process through the
influence and motivation given by the leaders to their subordinates in achieving stated
organizational objectives, Good mentors and influencers like such can be involved in the
development of strategies, as they are people with a vision and the ability of achieving stated
goals. Human resource is one of the key factors involved in strategic planning as it is all
about people and it is people who have intention of achieving goals and objectives.
Organization culture affects the strategic planning process in a highlighting manner. The
behavior people, vision, mission, values, norms are some of the elements that describes about
the culture of an organization. The strategic developers should have the ability to alter the
strategies based on the changes the organization culture makes. The organization structure is
an important as any other factor as it is all about how a series of activities and takes are
directed toward the achievement of organizations goals and objectives. The reporting
structure, decision-making structure and division of labor are some of the sub elements
significantly operating in the organization structure. Hence, it is evident how Hayleys Fabrics
PLC engaged in its strategic planning process like every other large-scale organizations.
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References
Anon., 2017. Hayley's Fabric- About Us. [Online]
Available at: http://www.hayleysfabric.com/
[Accessed 25 09 2017].
Anon., 2017. Hayley's Fabric Leadership. [Online]
Available at: http://www.hayleysfabric.com/who-we-are/hayleys-fabric-leadership
[Accessed 25 09 2017].
E.H, S., 2009. Organization psychology. 3rd ed. s.l.:Prentice Hall.
Gerry Johnson, R. W. K. S., 2011. Exploring Strategy. Essex, England: Pearson Education
Limited.
Heathfield, S. M., 2016. What Is a Human Resource?. [Online]
Available at: https://www.thebalance.com/what-is-a-human-resource-1918144
[Accessed 25 07 2017].
Job kipkemboi kiptoo, D. F. M. M., 2014. IOSR journal of Business & Mangement. Factors
that influence effective strategic planning process in organizations, 16(6), p. 8.
Judge, S. P. R. T. A., 0213. Foundations of organization structure. In: Organizational
Behavior. New York, America: Pearson Education, p. 1.
Judge, S. P. R. T. A., 2013. Leadership. In: Organizational Behavior. 15th ed. New York,
America: Pearson Education, p. 1.
Judge, S. P. R. T. A., 2013. Organizational Culture. In: Organizational Behavior. New York,
America: Pearson Education, p. 1.
Odera, P. A., 2014. Research paper about strategic planing process. Factors that influence
effective strategic planning process by major sugar producing firms in kenya., Issue 16, p.
38.
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Appendices
Student effort agreement
Group Name:
Weekday Batch: 2017 June Intake Class Day the class is usually held: Monday
Time of usual class: 8.30 a.m. – 10.30 a.m.
Today’s Date: /10/2017
University ID Name of student Contribution
1. BM16432376
Nadishan G.S.W.Y.
2. BM17517966
Joachim S.P.
3. BM16428966
Dissanayake D.M.N.I.
4. BM17516808
Perera M.N.R.
5. BM16427594
Fernando R.H.D.N.
6. BM16428270
Attanayake L.G.
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Strategic Planning Process
(App. Figure 4.1)
Enviroment Analysis ( External/ Internal/ Industry)
Setting Strategic Statements ( Vision, Mission, Objectives, Goals, Strategies)
Strategy Formulation
Strategy Implementation
Performance Tracking and Control
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.
(App. Figure 7.3.1.1)
Managing Director
Gen. Manager
Factory Manager
Fabric sec. Manager
Fabric section supervisors
Fabric section workers
Finishing sec. Manager
Finishing section supervisors
Finishing section workers
Production Manager
Production floor in charge
Supervisors
Q.A Manager
Asst. Gen. Manager
Admin. & HR manager
Asst. Admin. & HR manager
HR Executives
HR Assistants
Accountancy & finance manager
Asst. Accounatncy &
Finance manager
Accountancsy& Finance Executive
Accountancy & finance Assistants
Marketing manager
Asst. Marketing Manager
Marketing Executives
Marketing Assistants
Research & development
manager
Asst. Research & development
manager
Research & developmemt
Executives
Research & development
Assistants
Organizational Structure
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(App. Figure 7.1)
(App. Figure 7.2)
(App. Figure 7.3)
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(App. Figure 7.4)
(App. Figure 7.5)
(App. Figure 7.6)
20 | P a g e
(App. Figure 7.7)
(App. Figure 7.8)
21 | P a g e
(App. Figure 7.9)
(App. Figure 7.10)
22 | P a g e
(App. Figure 7.11)
(App. Figure 7.12)
(App. Figure 7.13)
23 | P a g e
(App. Figure 7.14)
(App. Figure 7.15)
24 | P a g e
(App. Figure 7.16)
(App. Figure 7.17)
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(App. Figure 7.18)
(App. Figure 7.19)
.
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Questionnaire
Kindly complete the following questionnaire using the instructions provided for each set of
question. Tick appropriately.
Background Information
1. Gender
Male [ ] Female [ ]
2. Kindly indicate your age bracket
Below 25 years [ ]
Between 25 and 35 years [ ]
Between 35 and 45 years [ ]
Above 45 years [ ]
3. For how long have you been working in your organization?
Less than 1 year [ ]
Between 1 and 5 years [ ]
Between 5 and 10 years [ ]
Above 10 years [ ]
4. Which is your highest level of education?
Secondary Certificate [ ]
Diploma [ ]
Undergraduate Degree [ ]
Postgraduate Degree [ ]
5. How do you rate strategy implementation in your organization?
Excellent [ ] Good [ ]
Moderate [ ] Bad [ ]
Poor [ ]
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Internal Communication
6. In your view, does internal communication affect the successful implementation of
strategy within an Organization?
Yes [ ] No [ ]
7. If yes, to what extent?
Very Great extent [ ] Great extent [ ]
Moderate extent [ ] Low extent [ ]
No extent at all [ ]
8. How do you rate internal communication in your organization?
Excellent [ ] Good [ ]
Moderate [ ] Bad [ ]
Poor [ ]
9. To what extent do you agree the following statements in relation to internal
communication and strategy implementation?
Strongly
agree
Agree
Neutral
Disagree
Strongly
Disagree
An efficient communication should
give comprehensible explanations of
new duties, responsibilities and
obligations
Joint communication and total
understanding amongst the human
resources is a significant feature in
strategy implementation procedure
Information systems' role in the
implementing course is essentially
related to internal flow of information
and emerges on environmental
ambiguity phenomenon
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10. To what extent does your organization consider the following in deciding which mode of
information exchange to use?
Very great
extent
Great
extent
Moderate
extent
Low
extent
No extent at
all
Value of the information
Time accuracy of the
information
Magnitude of the information
The significance of
information
Effective Communication, Consensus
11. Indicate the extent to which the following effective communication and consensus
factors/ elements influence strategic plan implementation on a scale of 1-5 where;
Strongly
agree
Agree Neutral Disagree Strongly
Disagree
Effective Communication
Consensus
Strategic
consensus/agreement
between the top, middle,
and lower-level managers
on strategy intent and
strategy implementation
Employees understand
what new responsibilities,
tasks, and duties need to be
performed by them in order
to implement strategy
Employees understand
strategic plan
Organizational Culture
12. In your view, does an Organization‟s culture affects the successful implementation of it‟s
strategy?
Yes [ ] No [ ]
13. If yes, to what extent?
Very Great extent [ ] Great extent [ ]
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Moderate extent [ ] Low extent [ ]
No extent at all [ ]
14. To what extent does organizational culture influence the following?
Very great
extent
Great extent Moderate
extent
Low extent
No extent at
all
Flexibility and
adaptability
Goal
unification
Process
implementation
Cultural
alignment
15. To what extent do the following aspects of organizational culture influence the successful
implementation of strategy within the industry?
Very great
extent
Great extent Moderate
extent
Low extent
No extent at
all
Ethics
Values
Customs
Traditions
Beliefs
16. Indicate the extent to which the following Organizational Culture& Organizational
Leadership factors/elements influence strategic plan implementation on a scale of 1-5
where;
Strongly
agree
Agree Neutral Disagree Strongly
Disagree
Organizational Culture
Leadership
Organizational leadership
rivalry
Shared Beliefs
Clarification of the
strategic plan intentions
Resources
17. In your view, does availability of adequate resources affects the successful
implementation of an Organisation‟s strategy?
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Yes [ ] No [ ]
Human Resources Management Practices
18. Indicate the extent to which the following human resources factors/elements influence
strategic plan implementation on a scale of 1-5 where;
Strongly
agree
Agree Neutral Disagree Strongly
Disagree
Employee Commitment
Staff Skills
Interdepartmental relations
(personnel relations)
Personnel training and
development
Compensation/Rewards of
personnel
Organizational Structure & Systems
19. Indicate the extent to which the following administrative systems and leadership
factors/elements influence strategic plan implementation on a scale of 1-5 where;
Strongly
agree
Agree Neutral Disagree Strongly
Disagree
Organization Structure
Formalization of the
Systems (degree to which
decisions and working
relationships are governed
by formal rules and
procedures)
Coordination among the
Systems
Specialization in the
Systems(the degree to
which tasks and activities
are divided in the
organization)
Centralized Systems
(whether decision authority
is closely held by top
managers or is delegated to
middle and lower level
managers)
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20. The following table has statements about the 4 variables and Strategic Plan
Implementation. Please respond to them on a five point ration scale
Strongly
agree
Agree Neutral Disagree Strongly
Disagree
Human resources practices
influences Strategic Plan
Implementation in my
Organization
Organizational culture and
Organizational Leadership
influences Strategic Plan
Implementation in my
Organization
Effective Communication
and Consensus influences
Strategic Plan
Implementation in my
Organization
Organizational Structure &
Administrative systems
influences Strategic Plan
Implementation in my
Organization