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Strategic planning and organizational effectiveness business admin. an…

 

Table Of Contents


Chapter ONE

1.1 Introduction
1.2 Background of Study
1.3 Problem Statement
1.4 Objective of Study
1.5 Limitation of Study
1.6 Scope of Study
1.7 Significance of Study
1.8 Structure of the Research
1.9 Definition of Terms

Chapter TWO

2.1 Overview of Strategic Planning
2.2 Historical Perspective
2.3 Theoretical Framework
2.4 Importance of Strategic Planning
2.5 Models of Strategic Planning
2.6 Strategic Planning Process
2.7 Factors Influencing Strategic Planning
2.8 Challenges in Strategic Planning
2.9 Best Practices in Strategic Planning
2.10 Relationship between Strategic Planning and Organizational Effectiveness

Chapter THREE

3.1 Research Design
3.2 Research Approach
3.3 Sampling Techniques
3.4 Data Collection Methods
3.5 Data Analysis Techniques
3.6 Research Ethics
3.7 Validity and Reliability
3.8 Limitations of the Methodology

Chapter FOUR

4.1 Overview of Findings
4.2 Analysis of Data
4.3 Comparison with Literature
4.4 Discussion on Strategic Planning Practices
4.5 Impact on Organizational Effectiveness
4.6 Addressing Research Objectives
4.7 Implications for Practice
4.8 Recommendations for Future Research

Chapter FIVE

5.1 Summary of Findings
5.2 Conclusion
5.3 Contributions to Knowledge
5.4 Practical Implications
5.5 Recommendations for Organizations

Project Abstract

The study examined the impact of strategic planning and organization effectiveness among selected firms in Port Harcourt. The research design utilized was the quasi-experimental research design. The Pearson product moment correlation coefficient was used to test the postulated hypothesis at 0.05 percent level of significant, and population of 112 employees, comprising managers of various categories in the selected firms the finding revealed that strategic planning has positive and significant influence on business mission and vision, and influence on employee participation, inner and outer orientation. The study however revealed that strategic planning has no significant relationship with organizational effectiveness. Based on the findings and conclusions above, it was recommended among others that organizations should be purposeful and productivity oriented, in the use of strategic planning activities and should also adopt multi-dimensionality of organizational effectiveness instead of relying on financial indicators for performance measurement. Moreover organizations should allow rooms for flexibility in their planning to cushion the effect of chances in policies due to ever changing and unpredictable business environment.

Project Overview

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