No description available.

Thesis (M.B.A.)--University of Hong Kong, 1994. / Includes bibliographical references.

Over more than three decades, there has been a sustained interest in strategic planning in the public sector to secure positive outcomes and long-term growth. However, several authors argued that strategic planning is limited, costly, time consuming and not producing the needed outcomes. Previous research has focused almost upon developed, and not on developing countries, for instance, the Kingdom of Bahrain. This gap in the knowledge provides the justification for this research. Using survey method, this research aims to explore strategic management practices in the public sector of Bahrain. Using both interviews and questionnaires as the mixed methods was more convincing and produced more comprehensive findings and hence stronger credibility. The findings reveal that the strategic management process was not effective in the researched organizations in the strategic formulation stage, the strategic implementation stage, and the strategic evaluation stage. The findings also reveal that there is a low satisfaction level with strategic management process within most of the organizations surveyed. Moreover, the findings revealed that the progress in the transition from strategic planning to a strategic management approach was limited. However, some of the organizations were found to be at the start of such a transition and this may be a good sign. Additionally, the findings reported many leading edge elements that are closely related to this transition, and help to successfully implement organizational objectives. Finally, the present research is proposing a strategic management model to increase the ability to formulate, implement and evaluate better future governmental strategic plans.

In this study, it is aimed to determine and implement a process based strategic planning methodology for Turkish Ministry of Finance. Proposed methodology has been implemented in Ministry of Finance by a T&Uuml / BiTAK supported strategic management project in collaboration with Ministry of Finance Strategy Development Unit (MoF_SDU), T&Uuml / SSiDE and a private Consultancy Company. This project was a direct consequence of reforms on Public Financial Management and stipulated by the Laws No. 5018 and 5436 which have been prepared based on efficiency in public service delivery. Proposed methodology is different from other strategic planning methodologies for public and non-profit organizations because it uses a combination of numerous techniques that are previously developed for strategic planning. Examples are mentoring, e- learning, idea tray method, and process modelling. Firstly, strategic planning methodology is determined with close inspection of international approaches and best practices. Ministry of Finance&rsquo / s organizational chart is redesigned to enable more effective and efficient operation. Ministry of Finance is divided to 14 strategic business units (SBUs). For every SBU, detailed environmental analyses are conducted and critical issues are derived. Mission and strategic vision statements are clearly determined and core processes are modelled and standardized. Strategic goals and detailed objectives are formulated. Finally, performance indicators are determined for every objective for evaluation and continuous improvement. At the end of the implementation, 2008-2012 strategic plan for Ministry of Finance is prepared and numerous organizational improvements are observed.

ABSTRACT FINANCIAL STRATEGIC PLANNING AND KNOWLEDGE MANAGEMENT: A COMPARATIVE CASE STUDY ON TURKISH BANKING SECTOR DURTAS BASPINAR, Canan Pelin M.Sc., Science and Technology Policy Studies Supervisor: Dr. Nusret G&uuml / &ccedil / l&uuml / September 2012, 103 pages It is not easy to set up a knowledge management system (KMS) in banking due to the size of large services, the variety of products, dealing with large information, serving under high cost pressure and highly competitive market conditions. This thesis proposes that strategic management is a knowledge processing outcome, and should be an integral part of the financial strategic planning (FSP), which is essential in the agility of financial organizations.. This thesis will explore a FSP model that is developed by merging and integrating the two models &ldquo / The new knowledge management&rdquo / (Firestone &amp / McElroy, 2003) and &ldquo / APQC Process Classification Framework&rdquo / (APQC, 2011). In light of the merged models a measurable indicator set is defined based on the literature and the researcher&rsquo / s personal experience. To validate the thesis, two case studies have been carried out by using qualitative and a participatory approach in one foreign owned and one jointly controlled bank in Turkey in order to validate the model. Since the case studies consist of specific information on the studied banks, the details are presented separately in a technical paper. The main findings of the case studies show that two different knowledge management (KM) approaches &ldquo / The new knowledge management&rdquo / and &ldquo / APQC Process Classification Framework&rdquo / can be combined in a unified model which can be used to increase agility in turbulent economic environments.

Includes bibliographical references.

Thesis (M. Div.)--Emmanuel School of Religion, 2005. / Vita. Includes bibliographical references (leaves 61-64).

Thesis (D. Min.)--Trinity Evangelical Divinity School, 1997. / Abstract. Includes bibliographical references (leaves 252-254).

Thesis (doctoral)--Rijksuniversiteit Groningen, 1994. / Includes bibliographical references (p. 171-183).

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2006. / Includes bibliographical references.