Transcript Conducting the Strategic Situational Diagnosis

Conducting the Strategic
Situational Diagnosis,
case of Jordanian food
industries
Dr. Marwa Ahmed
Dr.Ameen Al-Momani
Miss.Wedad AL Aqrabawi
Introduction
Strategic planning is to a business
what a map is to a road rally driver.
It is a tool that defines the routes that
when taken will lead to the most
likely
probability of getting from where the
business
is to where the owners or
stakeholders want it to go.
And like a road rally, strategic plans
meet detours
and obstacles that call for adapting
and adjusting as
the plan is implemented.
The Study Objectives
This research examined two major questions:
(1) What is the strategic planning process?
(2) How can we conduct the strategic
situational diagnosis in Jordanian food industries?
Research limitations
There are several limitations of this research.
First, this research is based on a
questionnaire that was developed before and
already used before. Strategic Planning
Process:Self-Assessment Questionnaire for
Businesses
The second is the sample size, too small to be
statistically representative of the entire
Jordanian food industry. The research has
been conducted within a short period of time
which may not reflect an accurate and valid
profile .
Research instrument
The questionnaire ,Strategic
Planning Process:SelfAssessment Questionnaire for
Businesses is already used
before Therefore, the results
are confined to its validity and
reliability. The questionnaire
fulfill the objectives of the study
and measured on a 1 to 3 Likert
scale.
Hypotheses
The following hypotheses were examined:
H1: There are no statistical differences (α≤0.05) between
managers due to the location of the industry towards
conducting the strategic situational diagnosis
H2: There are no statistical differences (α≤0.05) between
managers due to the eduaction of managers towards
conducting the strategic situational diagnosis
H3: There are no statistical differences (α≤0.05) between
managers due to the managers' years of experience towards
conducting the strategic situational diagnosis
H4: There are no statistical differences (α≤0.05) between
managers due to the industry age towards conducting the
strategic situational diagnosis
Sample characteristics
The population of the study is all the mangers and
department heads in all food industry registered in Amman
chamber of commerce. A stratified proportional-random
sample is selected in order to answer the questions posed in
the questionnaire. Total of (86) useable questionnaires were
obtained.
The sample distribution according to the demographic
variables. Figures show that the majority (75.6%) of the
sample is in Amman City ,29.1% of managers' years of
experience in the Industry is 5 years – less than 10 years,
46.5% of the sample with a Bachelor degree, and 33.7% of
Industry Age are 10 years – less than 15 Years.
Testing the hypothesis
SPSS Package was used to assess the reliability
aspect of the questionnaire,
which appears to be valid and reliable,
and provide consistent results in repeated
uses and had an
acceptable reliability.
we used SPSS Package and T-Test. and we found that the
statistical differences towards the strategic
situational diagnosis in the variables 1,4,6,10,12 and 18
which show that the managers
in Zarqa City feel stronger than the
one in Amman City in these variables.
So we rejected the hypothesis
To test hypothesis 2: There are no statistical
differences
(α≤0.05) between managers due to
the education of managers towards
conducting the strategic situational diagnosis
we used SPSS Package and One-Way
Analysis of Variance ANOVA.
and we found that there are statistical
differences towards the Conducting the
Strategic Situational Diagnosis in
variable 2,3,5,8,13,14,15 and16
To know which group is significant
we ran Scheffe test and we found
that the the industry managers with
Diploma and Bachelor degree feel
more than the one who has Graduate study.
So we rejected the hypothesis
To test hypothesis 3:There are no
statistical differences (α≤0.05) between
managers due to the managers' years of
experience towards conducting the
strategic situational diagnosis
we used SPSS Package and One-Way
Analysis of Variance ANOVA. and we found
that there are statistical differences
towards the conducting the strategic
situational diagnosis in variables 7,8,9 and
18
To know which group is significant we ran
Scheffe test and we found that the
Managers' years of experience in the
Industry less than 3 years feel more the
one with 5 – less than 10 years in these
variables. So we rejected the hypothesis
To test hypothesis 4: H4: There are no statistical
differences (α≤0.05) between managers due to the
industry age towards conducting the strategic situational
diagnosis
we used SPSS Package and One-Way Analysis of Variance
ANOVA. and we found that there are statistical differences
towards conducting the strategic situational diagnosis in
variables 1,9 and 18
To know which group is significant we ran Scheffe test and
we found that the managers who work in industry age 20
Years & above feel more the one work in industry age 15
– less than 20 Years.So we rejected the hypothesis
Conclusion and Recommendations
The managers in Zarqa City feel stronger than the one in
Amman City about the organization assess the industry as a
whole in terms of new competitors and concepts, new
technologies, and others.
we found that the managers with Diploma and Bachelor
degree feel more than the one who has Graduate study
about the external/market analysis which identify key threats
to the business and Key opportunities and if the organization
have knowledge of and access to sources of information
about the industry, markets, and other external factors.
We strongly recommended that all industry follow different
frameworks and methodologies for strategic planning and
management.