Harvard Business School Essays and Research Papers

Instructions for Harvard Business School College Essay Examples

Title: Harvard Business School Case Study: TRW's Information

  • Total Pages: 5
  • Words: 1496
  • Sources:0
  • Citation Style: APA
  • Document Type: Essay
Essay Instructions: According to the Harvard Business School Case Study:"TRW''S Information Services Division:Strategic Human Resource Management", answer the following:

1. Give Will Sproule, Director of Human Resources, an evaluation based upon his Strategic Human Resource Management (SHRM) process.
2. Give assumptions on how SHRM should be practiced.
3. How does Sproule''s process reflect the assumptions of the Information Service organization?
4. Give a diagnosis of the organizational problems within TRW''s Information Services Division.
5. What does Sproule do now as he waits for a strategy to be implemented?
6. What could he have done differntly from the start of the process?


This paper should be in essay format not just a list of questions and answers.

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Reference

HBS Case Study by Beer, Gregory C. Rogers: TRW's Information Services Division: Strategic Human Resource Management: HBS Number: 9-496-003:

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Title: Company At Risk

  • Total Pages: 8
  • Words: 2229
  • References:8
  • Citation Style: MLA
  • Document Type: Research Paper
Essay Instructions: Book: Harvard Business Review on Crisis Management
Authors Augustine, N. R., Thomas, R. J., Hill, L. Smith, N. C., & Quelch, J. A. (2000). Harvard Business Review on crisis management Boston, MA: Harvard Business School Press.
Term Paper: Company at Risk ??" Wal-Mart

Chapters:
Managing the Crisis You Tried to Prevent (page 1-31)
A Strategic Approach to Managing Product Recalls (page 61-86)
Leadership When There Is No One to Ask (page 171-205)

Using Wal-Mart as a company that is currently a business risk, due to multiple products recalled in their Home and Garden Department (i.e. lawnmowers, weed eaters, etc); evaluate its position by utilizing concepts contained within the chapters provided to identify how this crisis could have been avoided.

Abstract
Introduction (describe the company, its products, and its current status)
Develop a chart which displays concepts on the chapters enclosed (reference page) and what they mean
Backgrounder
Define the problem
Explore key issues and how could it be best resolved
How the crisis occurred and developed
How you could avoid the crisis
What action plan was developed?
Identify the offense and defense tactics used
Analyze what security was needed
Evaluate the chain of accountability
How could the crisis be avoided?
Prepare to manage, recognize, contain, resolve and profit from the crisis
Conclusion
Outside resources can be used, if needed


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Bibliography

Consumer Complaints. (2011). Consumer Affairs. Retrieved from: http://www.consumeraffairs.com/homeowners/walmart_lawn.html

Augustine, N. (2000). Harvard Business Review on Crisis Management. Boston, MA: Harvard Business School Press.

Bianco, A. (2007). Wal Mart. New York, NY: Doubleday Press.

Marquard, W. (2007). Wal Smart. Chicago, Il: Marble Leadership.

Smith, N. (2000). Harvard Business Review on Crisis Management. Boston, MA: Harvard Business School Press.

Soderquest, D. (2005). The Wal Mart Way. Nashville, TN: Thomas Neilson.

Spotts, G. (2005). Wal Mart the High Costs of Low Price. St. Paul, MN: Consortium Books.

Thomas, R. (2000). Harvard Business Review on Crisis Management. Boston, MA: Harvard Business School Press.

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Title: Class discussion Ensuring Equal Employment Opportunity Safety Women Ambition Still Pay Gap Watch video Women Ambition Still Pay Gap Rosabeth Moss Kanter interview Harvard Business School professor located Harvard Business Review website http blogs

  • Total Pages: 2
  • Words: 679
  • Works Cited:2
  • Citation Style: APA
  • Document Type: Essay
Essay Instructions: Class discussion: ?Ensuring Equal Employment Opportunity and Safety? and "Women, Ambition and (Still) the Pay Gap."

Watch the video: ?Women, Ambition and (Still) the Pay Gap? with Rosabeth Moss Kanter, an interview with the Harvard Business School professor, located on the Harvard Business Review website: http://blogs.hbr.org/video/2010/04/women-ambition-and-still-the-p.html

1.Rosabeth Moss Kanter, Harvard Business School professor discusses some of the reasons why it is difficult for women to reach the "very peak" positions in organizations. Determine whether or not you agree with her perspective on why so few women have reached top leadership positions in organizations. Provide a detailed rationale.

2.Describe the strategies women can use in the workplace to ensure that their compensation levels are the same as male colleagues

3.Discuss how an organization can minimize the potential organizational impact that could result if female employees feel underpaid or trapped beneath the glass ceiling merely due to their gender


Discussion Case: Jones Feed and Seed.

The case is uploaded

1.Identify and then elaborate on the training that should be provided to the supervisors who conduct job interviews

2.Evaluate the OSHA guidelines the company needs to follow and communicate to employees

3.Determine the types of disabilities you think could be reasonably accommodated for this job position

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Reference list:

1. Kanter, R. (2010). Women, Ambition and (Still) the Pay Gap. Harvard Business Publishing. Retrieved February 6, 2011 from http://www.wwomenglobally.com/rosabeth-moss-kanter-harvard-business-school-professor-about-the-gender-gap-in-the-workforce/.

2. Michaels, D. (2010). OSHA Training Standards Policy Statement. OSHA. Retrieved February 6, 2011 from http://www.osha.gov/dep/standards-policy-statement-memo-04-28-10.html.

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Title: Importance of Strategic planning for Training companies

  • Total Pages: 55
  • Words: 16101
  • Bibliography:50
  • Citation Style: Harvard
  • Document Type: Research Paper
Essay Instructions: Hello, after trying another service and being really disappointed, the only thing I got was a waste of time, I have been referred to you by a freind who says you guys are VERY GOOD, I hope you guys can help me out so here we go.

I am writing a dissertation with very little time on my hand, I cannot take more time because of really tough situations, but I really appreciate your survice and hope you will do a great job for me.

The dissertation must be about 15,000 words long, Master Level, and is about strategic planning.

Remember that citation style is Harvard, and it's in British English.

I’ve started writing sections of the dissertation(Below), but having no experience in Dissertation writing, I come to you as experts in academic writing to help me get an A. I have done a good part, I hope it’s clear, the first section that I need your help in is writing the pre-interview section, meaning chapters 1 until 4 inclusive, linking those in a way that it focuses the dissertation on answering the question, some sections you will find good others maybe missing, and yet others can be in a different order, or may need to go altogether, you're the pros.


Meanwhile I will conduct the interviews with multiple companies and send the results of the transcripts to you for writing the remaining chapters.

Please find below the work I’ve done, I’ve enclosed my comments between [square brackets]
Dissertation title:


The Importance of Strategic Planning for Training Companies – the case of SMEs in the UAE
Title and content
1 Chapter 1 – Introduction
1.1 Overview
1.2 Aims and Objectives
1.3 Statement of the research question
2 Chapter 2 – Background and context of the research
2.1 Background
2.2 The theoretical base
3 Chapter 3 – Literature review
3.1 The history and evolution of training services
3.2 Training services in the UAE
4 Chapter 4 –Methodology
4.1 Research strategy for primary research
4.2 Limits and restrictions to the study
4.3 The impact of strategic planning on the company’s performance (the empirical study)
4.4 Overview of survey sample
4.5 Strategic planning in SMEs: The Questionnaire (go through questionnaire and explain the significance for each question)
5 Chapter 5: Discussion - Analysis and interpretation
5.1 Survey findings and results (also include Description on how the results were collected)
5.2 Defining success in strategic planning
5.3 Best practices
6 Chapter 6: Conclusion & Recommendations
References
Appendix 1: The Survey
Appendix 2: The list of participating companies:
Appendix 3: the selection criteria for the companies in the sample.
+++++++++++++++++++++++++++++++++++++++
[Now in Detail ]
Abstract
Acknowledgment
1 – Introduction

1.1 Overview
[overview of the and what it involves goes here.]
1.2 Aim and objectives
The aim of this paper is to determine the impact of strategic planning on the performance of small to medium size training companies in the UAE.
The objectives are:
- To identify the use of strategic planning with the company’s performance (turnover, number of employees, number of customers);
- To relate the use of strategic planning with the international activity;
- To determine the use of strategic planning with the use of high tech methods;
- To correlate the use of strategic planning with the manager’s characteristics (age, education, gender, foreign language proficiency, prior experience [general or specific]);
- To evaluate the use of strategic planning with the company’s age and the mangers’ experience.
- Identify future development opportunities.

I am hoping that these objectives will be useful in determining what impact strategic planning has on the training companies chosen to participate in this study.

1.3 Statement of the research question
Is strategic planning essential for training companies (those that offer training for businesses) in order to remain competitive in providing relevant training for businesses with changing needs, from a sample of companies?
Chapter 2 – Background and context of the research
2.1 Background
This will show a general background on the significance of the research, where the need became clear, and what promoted the research.
2.2 The theoretical base
What’s the theory behind the research and in what context is it intended, critically evaluating different views on the subject along with the citations.

Chapter 3. Literature review
Literature review must be extensive and cover all grounds with regard to relevant literature in this field, it should also include personal planning, professional planning; how training is the better option to keep employees motivated and decrease employee replacement in general, specifically it should cover:
The history and evolution of training services:
How it all started, this section contains references from the learning organisation and the organisational learning, in addition to how corporate or company learning became popular in spite of the spending involved that the lack of training may be even more costly; highlights with regards to the emerging need for training in time.

Training services in the UAE:
If you don’t have any references on this please write in general.
4. Methodology
4.1 Research strategy for primary research
Using data provided by the Ministry of Labour, a sample of 20 training companies across the UAE was defined, these companies’ profiles correspond the profile targeted by the dissertation (a comprehensive list is in Appendix2 Listing the companies that were included in the research), of those companies that request to remain anonymous will not be mentioned; however a place holder mentioning a code will be in the list to denote that a company did participate.
The option of purchasing data from industry associations was avoided due to the potential questionable nature of data that might be provided and it’s effect on the research authenticity, instead direct collection of data will be used, through interviews with the companies’ leaders (GMs or other personnel directly involved in planning), through structured or semi-structured interviews; in order to make this proposition attractive to companies, I will offer the benefit of sharing the research findings as a thank you for your contribution.
Further relevant leads might be obtained from interviewees that appear adequately informed and it is assumed therefore that their referrals will also be as informed and therefore are likely to add very useful contributions to the study.
Once the data is collected it has to be analysed. Excel was chosen for this task. Data from excel can be transported in a large number of statistical applications to be analysed and it is easy to manipulate.
Charts will be used to make the results more comprehensive for the reader, as this thesis is addressed to all training companies. Since some of the managers may not have experience with interpreting statistical results, pie and bar charts were chosen to help with this by presenting the results in a visual manner.
[Also mention how we took the sample and why? In appendix 2]
4.2 Limits and restrictions to the study
The main limitations are related to data collection as the timeline for this stage is quite short and because of that the response rate may to be low. That is why secondary sources were chosen to complement this task.
Also, given the size of the sample, it will be very unlikely to interview all the managers which would have been otherwise ideal to obtain more accurate data. to facilitate mitigating this effect, careful selection for personnel who are more likely to contribute relevant data will be set in a selection criteria document (see Appendix3), it will focus on those who will have the factors that will give them precedence over other candidates to be interviewed, such as experience in setting strategy, or implementing strategy... and etc.
One other challenge that may be encountered is the refusal of some companies from the sample to cooperate. Some companies refuse to disclose information about their internal processes because they think it may damage their activity, or it might be leaked to competitors for example. To address this problem, every measure will be taken to the extent of offering to sign a non-disclosure agreement with those companies if deemed necessary and requesting the University to treat my dissertation as Confidential.
4.3 The impact of strategic planning on the company’s performance (the empirical study)
This section is going to:
+ Give more details on how the researcher is going to apply the techniques to the research
E.g., exactly which data is going to be collected and how is it going to be analysed?
- collecting the data will depend primarily on the interviews with around 20 companies and this will allow to form a representative sample as the sizes of the companies will differ from small to medium to bigger companies.
+How will the findings help to address the stated research question?
4.4 Overview of survey sample
4.5 Strategic planning in SMEs: The Questionnaire (go through questionnaire and explain the significance for each question)

5 Chapter 5: Discussion - Analysis and interpretation
5.1 Survey findings and results (Description of the results and the findings)
5.2 Defining success in strategic planning
5.3 Best practices

6 Chapter 6: Conclusion & recommendations

7 References and bibliography
[The resources will be divided in two sections: one section for the theoretical part and the other is for the empirical part. The section for the theoretical part includes strategic planning related books and articles, such as:]
- Bamberg, R. & Layman, E.J. (2005). Environmental scanning and the health care manager. The Health Care Manager. 24, 200-208.
- David, F (2005), “Strategic Management: Concepts and Cases”, 10th Edition, Prentice Hall.
- Goetsch, D (2006) “Effective Strategic Planning for Competitive Advantage: Ten Steps for Technical Professions (NetEffect)”, Prentice Hall.
- Hunger, J and Wheelen Tom (2007) “Essentials of Strategic Management”, 4th Edition, Prentice Hall.
- Kaufman, R, Oakley-Browne, H, Watkins, R and Leigh D (2003) “Strategic Planning For Success: Aligning People, Performance, and Payoffs”, Wiley&Sons.
- Mintzberg, H (1993), “The Rise and Fall of Strategic Planning”, Free Press.
- Porter, M (1998), “Competitive Strategy – Techniques for Analyzing Industries and Competitors”, Free Press.
- Senge, P. (1990). The fifth discipline: The art & practice of the learning organization. Santa Fe, New Mexico: Doubleday.
- more resources will be sent by email.
[Please add more resources and references as necessary]

[The section for the empirical part should include books and articles related to different methods of strategic planning and how to build the empirical part of an academic research, such as:]
- Gujarati, Damodar N. (1995) “Basic Econometrics”, 3rd Edition, McGraw-Hill International Editions.
- Kaplan, R and Norton, D (2001) “The Strategy Focused Organization – How balanced scorecard organizations thrive in the new business”, Harvard Business School Press.
- Welkowitz, J, Cohen, B and Ewen, B (2006), “Introductory Statistics for the Behavioural Sciences”, 6th Edition, Wiley & Sons.
[Please add more resources and references as necessary]


Appendix 1: The Survey
[Important NOTE: Building the questionnaire must be based on the literature review and must be inter-linked with the rest of the dissertation, so that it makes a sound basis for data collection. The purpose of this is to run the interview by 20 different companies (some bigger others medium and smaller companies) in order to get a good cross-section analysis.
When asking these questions, the questionnaire will be produced in two versions; one will remain with the researcher which will contain probing questions while the questionnaire given to the interviewee will contain open ended questions in general to allow the interviewee to “speak his/her mind”. The purpose of this is to allow the interview to answer the questions as spontaneous as possible without interference and will allow the interviewer to probe further with questions that will reveal a wealth of information.

[Here is an example of the questions I would ask in the interviews:
Following is my thinking on my questionnaire building so that takes into consideration it all standard practices and regulations to conducting surveys, since this is my first time to do such a survey, please help out constructing a structured interview questionnaire here are the sections I thought of, please modify add/remove as necessary in accordance with what is accepted and correct academically]
Section One - About the company:
(Company Name: Address: Website: contact: please introduce yourself:
When was it established?
Where was it established?
Is the company International or local?
How many branches?
How many Staff members?
How many years in operation?
Who are your specific target markets-Sectors (finance, construction, etc.)?
Is the company authorised by the Ministry of Education?
How many clients do you have?
Can you share any declared and publicly available records on the performance of the company?)
What is the company turnover year to year? And since implementing strategic planning if it were not before?

Section two – About your services?
(Do you offer any other services or products besides training?
What is your training portfolio? What courses do you offer?
Who are your courses directed to/prepared for?
How many trainers/ lecturers work in each branch?
If the company is international and has branches in the UAE, then the questions follow: do you operate the branches in the UAE with the same way you do in other locations world wide?)

Section three – About your standard running of the business:
(What are the most popular means of communicating internally or with your clients, [meaning email, and online or paper and interoffice memo circulation?]
Where does the demand come from? Does it come from supply bases (what we have to deliver) or is it does it come in response to customer requests in designing custom made courses according to special requests, or have a portfolio of courses that customers can choose from?

Section four – About the manager interviewed:
(Tell me about your responsibility? What do you do?
How long have you been there?
Do you have previous experience in planning? Please mention?
Would you say that the experience you have is relevant and directly or indirectly applicable to your role here?
Are you currently directly involved in Strategic planning?
Who else would you recommend that I see in this organisation who is also involved in Strategic Planning?
If you don’t mind please state your age, education, foreign languages you know fluently speak that you use at work?)

Section five – About strategic planning:
How does your organisation understand planning? [Looking for definition]
(Can I obtain a copy of your vision and mission statements?
Does the company have a strategic plan?
If so, can you share it with me, I assure you of complete confidentiality and am prepared to sign a non-disclosure agreement
How is the organisation’s strategy created?
How often is the strategic plan revisited/updated?
What determines the re-evaluation of the strategic plan? [periodic or based on events])
Can you describe the process?)
- What potential training can you incorporate in the future?
Miscellaneous questions:
- What key areas does implementing your strategic plans make a significant impact in your organisation success?

- Were those key areas different in the past? And if so, how did they change?

- Looking at the trend of change of the effect of strategic planning from its early implementations to date, what will the key areas be in the future, in your view?

- When implementing the strategy, what measures do you employ to ensure things are going as planned?

- What are the challenges that face your organisation when implementing strategic planning, and how does your organisation deal with them?

- Based on your organisation’s experience, should strategic planning be given a more important role or a less important role in deciding the future of the organisation?

Appendix 2: The list of participating companies:
[please ignore this section as I will provide this information]

Appendix 3: the selection criteria for the companies in the sample.
Selection Criteria:
- All companies in the sample selected for our study must possess the following criteria:
o Company is registered in the Ministry of Education
o Company offers training to other companies.
o Has more than one employee.
o Has training facilities
o Does training on more than one subject
o Has been in operation for at least one year.
- All candidates chosen for the interviews must posses the following criteria:
o Member of the board of directors,
o Contributes to setting the strategy
o A Prominent decision maker in the company



++++++++++++++++++++++++++++++++++++++++++++
What’s really very important is:
- Ensuring that the statement of area, objective(s) is Precise. And assessing the boundaries of the dissertation.
- Searching a wide range of sources methodically. Identifying and referring most relevant texts. Pinpointing references in Harvard style.
- Having a detailed discussion of methodology
- Focusing on originality of the idea; giving objective evidence relevant to the area
- Analysis consistent with evidence.


please let me know if you have any questions or need any clarifications,

Best regards,
George

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References

Theoretical

Bolman, LG & Deal, TE (1997). Reframing Organisations: Artistry, Choice and Leadership, 2nd ed, Jossey-Bass, San Francisco.

Bowden, P (1985). Organisation and Strategy, McGraw-Hill, Roseville.

Byrne, JA. (1996, August 26). Strategic Planning. BusinessWeek. http://www.businessweek.com/1996/35/b34901.htm.

Chapman, T., Best, B., & Casteren, P.V. (2003). Executive coaching: Exploding the myths. Palgrave Macmillan.

Clark, B (1998). Creating entrepreneurial universities: Organisational pathways of transformation. Oxford: Pergamon.

Cole, S. (2001). Dare to dream: Bringing futures into planning. Journal of the American Planning Association, 372.

Dalton, LC. (2001). Thinking about tomorrow: Bringing the future to the forefront of planning. Journal of the American Planning Association, 397.

Gujarati, Damodar N. (1995) "Basic Econometrics," 3rd Edition, McGraw-Hill International Editions.

Hargrove, R. (2002). Masterful coaching. Pfeiffer.

Jones, GR (2001). Organisational Theory, 3rd ed, Prentice Hall, Sydney.

Kaplan, R and Norton, D (2001) "The Strategy Focused Organisation - How balanced scorecard organisations thrive in the new business," Harvard Business School Press.

Parsatharthy, Raghavan, & Booke, Alvin L. (2006). Strategic management: A primer. Zichlin School of Business, Baruch College, City University of New York. Strategy Consulting Group: Ramsey, NJ.

Robbins, SP & Barnwell, N (1994). Organisation Theory in Australia, 2nd ed, McPhersons Printing Group, Australia.

Senge, P (1992). The fifth discipline: The art and practice of the learning organisation. Sydney: Random House Australia.

Tegarden, LF, Sarason, Y, & Banbury, C. (2003). Linking strategy processes to performance outcomes in dynamic environments: The need to target multiple bull's eyes. Journal of Managerial Issues, 133.

Trend Lines. (2003, September). The Zweig Letter. http://www.thezweigletter.com/Trendlines_September.pdf.

Welkowitz, J, Cohen, B and Ewen, B (2006), "Introductory Statistics for the Behavioural Sciences," 6th Edition, Wiley & Sons.

Empirical

Bamberg, R. & Layman, E.J. (2005). Environmental scanning and the health care manager. The Health Care Manager. 24, 200-208.

Damianides, Marios, and Parkinson, Michael J.A. (2004). Certified Information System Auditor Review Manual.

David, F (2005), "Strategic Management: Concepts and Cases," 10th Edition, Prentice Hall.

Ferris, Gregory J. (2002). Response and recovery at Morgan Stanley: when Morgan Stanley designed its business continuity plan fifteen years ago, it never imagined it would be put to the ultimate test. Risk Management: 7-10.

Goetsch, D (2006) "Effective Strategic Planning for Competitive Advantage: Ten Steps for Technical Professions (NetEffect)," Prentice Hall.

Hunger, J and Wheelen Tom (2007) "Essentials of Strategic Management," 4th Edition, Prentice Hall.

Kaufman, R, Oakley-Browne, H, Watkins, R and Leigh D (2003) "Strategic Planning for Success: Aligning People, Performance, and Payoffs," Wiley&Sons.

MacSweeney, Greg. (2003). Redefining BC best practices: almost two years after the 9/11 attacks, experts say a sound business continuity plan relies on testing, testing... And more testing. Insurance & Technology: 14-18.

Mintzberg, H (1993), "The Rise and Fall of Strategic Planning," Free Press.

Porter, M (1998), "Competitive Strategy - Techniques for Analyzing Industries and Competitors," Free Press.

Senge, P. (1990). The fifth discipline: The art & practice of the learning organisation. Santa Fe, New Mexico: Doubleday.

Appendix 1: The Survey

Section One - About the Company:

Please introduce yourself with your company name, address, and Web site.

When was it established?

Where was it established?

Is the company International or local?

How many branches?

How many Staff members?

How many years in operation?

Who are your specific target markets/sectors (finance, construction, etc.)?

Is the company authorised by the Ministry of Education?

How many clients do you have?

Can you share any declared and publicly available records on the performance of the company?

What is the company turnover year to year?

How has that changed since implementing strategic planning?

Section Two - About Your Services

Do you offer any other services or products besides training?

What is your training portfolio?

What courses do you offer?

Who are your courses directed to/prepared for?

How many trainers / lecturers work in each branch?

If the company is international and has branches in the UAE, then please answer the following question:

Do you operate the branches in the UAE with the same way you do in other locations world-wide?

Section Three - About Your Standard Running of the Business:

What are the most popular means of communicating internally or with your clients, [meaning email, and online or paper and interoffice memo circulation]?

Where does the demand come from?

Does it come from supply bases (what we have to deliver) or is it does it come in response to customer requests in designing custom made courses according to special requests, or have a portfolio of courses that customers can choose from?

Section Four - About the Manager Interviewed:

Tell me about your responsibility -- what do you do?

How long have you been there?

Do you have previous experience in planning? Please elaborate

Would you say that the experience you have is relevant and directly or indirectly applicable to your role here?

Are you currently directly involved in strategic planning?

Who else would you recommend that I see in this organisation who is also involved in strategic planning?

Please state your age, education level, and the foreign languages you know fluently and that you speak and use at work?

Section Five - About Strategic Planning:

How does your organisation understand the definition of planning?

Can I obtain a copy of your vision and mission statements?

Does the company have a strategic plan?

If so, can you share it with me? (I assure you of complete confidentiality and am prepared to sign a non-disclosure agreement if necessary)

How is the organisation's strategy created?

How often is the strategic plan revisited/updated?

What determines the re-evaluation of the strategic plan? (periodic or based on events)

Can you describe the process?

What potential training can you incorporate in the future?

Section Six -- Miscellaneous Questions:

In what key areas does implementing your strategic plans make a significant impact in your organisation's success?

Were those key areas different in the past?

If so, how did they change?

Looking at the trend of change on the effect of strategic planning from its early implementations to date, what will the key areas be in the future, in your view?

When implementing the strategy, what measures do you employ to ensure things are going as planned?

What are the challenges that face your organisation when implementing strategic planning, and how does your organisation deal with them?

Based on your organisation's experience, should strategic planning be given a more important role or a less important role in deciding the future of the organisation?

Appendix 2: The List of Participating Companies:

Appendix 3: The Selection Criteria for the Companies in the Sample.

All companies in the sample selected for our study must possess the following criteria:

Company is registered in the Ministry of Education

Company offers training to other companies.

Has more than one employee.

Has training facilities

Does training on more than one subject

Has been in operation for at least one year.

All candidates chosen for the interviews must possess the following criteria:

Member of the board of directors,

Contributes to setting the strategy prominent decision maker in the company

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