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Findings indicate success in helping departments craft mission and vision statements, organizational goals, and action plans, while also improving information dissemination, participation, integration of new members, and awareness of strengths and opportunities for improvement.",{"@graph":14,"@context":73},[15,34,56],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/document/","Document",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/document/research-report/","Research & 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\nKathleen M. Immordino, Ralph A. Gigliotti, Brent D. Ruben, and Sherrie Tromp  \nABSTRACT  \nStrategic planning can be broadly defined as a process used by organizations to define strategy and provide direction regarding future decisions. Grounded in the organization’s mission and vision, it is widely recognized as fundamental to an organization’s success over time. A growing number of higher education institutions are incorporating strategic planning processes at the institution-wide level, or for individual schools or programs. While there are multiple models of strategic planning, many of which include a periodic review of the resulting goals and objectives, there are few, if any, assessments of the impact of the process itself. This study of one intentional model for strategic planning at State University indicates that the program has been successful not only in assisting departments and programs in developing mission and vision statements, organizational goals, and action plans, but also in disseminating organizational information, promoting participation, incorporating new members, and heightening awareness of strengths and opportunities for improvement.  \nINTRODUCTION  \nWith its range of missions, multiplicity of stakeholders and distinctive shared governance structures, higher education is a unique industry requiring special considerations when it comes to strategic planning. In his seminal work on academic planning, Keller (1983) set the stage for a new approach to management and organized change in higher education; campuses across the land are being pressed to inquire “What business are we really in?” and“What is most central to us?” and “How shall we proceed?” (p. 72) In direct response to the host of challenges facing institutions of higher education, strategic planning is critical. While there are multiple models of strategic planning, many of which include a periodic review of the resulting goals and objectives, there are few systematic assessments of the impact of the process itself. This exploratory study evaluates the effectiveness of one model for strategic planning at State University 1. As will be offered throughout this essay, there is initial evidence that a structured strategic planning process involving a broad group of participants can have a positive influence on the organization in many ways.  \nSTRATEGIC PLANNING  \nStrategic planning is defined by Allison and Kaye (2005) as “a systematic process through which an organization agrees on – and builds commitment among key stakeholders to – priorities that are essential to its mission” (p. 1) . Rowley and Sherman (2001) similarly define it as “a formal process designed to help an organization identify and maintain an optimal alignment with the most important elements of its environmental set”(p. 328) . These definitions, and others in the literature, depict strategic planning as an intentional leadership tool for setting future organizational directions in a dynamic environment through a process that takes account of– and ideally engages–key stakeholders.  \nOrganizational mission and vision lie at the center of strategic planning, and the process provides space for active consideration of the organization’s raison d'etre. Bryson (2011) suggests strategic planning is “a deliberate disciplined effort to produce fundamental decisions and actions that shape and guide what an organization (or other entity) is, what it does, and why it does it” (p. 26) . It challenges all involved to simultaneously consider both “who we are” and “who we want to be.” For Dooris and Rackoff (2012), assessment, planning, improvement, and resource allocation reflect an institution’s values, vision, mission, and goals. Similarly, Bryson (2011) captures the importance of mission, vision and values during the process. An organization’s mission reflects its unique identity and serves as the foundation on which to build a ","cbCaid96d0Dhvl8G","https://ap.wps.com/l/cbCaid96d0Dhvl8G","pdf",445338,13,"English","# Abstract\n# Introduction\n# Strategic Planning\n# Strategic Planning in Higher Education","[{\"question\":\"How is strategic planning generally defined in the document?\",\"answer\":\"It is described as a systematic, intentional process used by organizations to set priorities aligned with mission and vision and to build commitment among key stakeholders.\"},{\"question\":\"What does the study evaluate regarding the strategic planning model at State University?\",\"answer\":\"It assesses the model’s impact, including how it supports departments and programs in developing mission and vision statements, goals, and action plans, and how it influences broader organizational outcomes.\"},{\"question\":\"What positive effects does the study report besides planning and goal development?\",\"answer\":\"It reports improvements in disseminating organizational information, promoting participation, incorporating new members, and heightening awareness of strengths and opportunities for improvement.\"}]","Evaluating the Impact of Strategic Planning in Higher Education | PDF",1792095004,33]