INTRODUCTION / LITERATURE REVIEW:

In todays complex and constantly changing situations, the need for

strategic planning is widely accepted for smooth and successful operations
of

all

types

of

organizations.

Strategic

Planning

means

drafting,

implementing and evaluating the cross functional decisions that will enable
an organization to achieve its long-term objectives. It specifies the
organizations mission, vision and objectives and then allocates resources to
achieve these objectives. The strategic management process is made up of
three main components: strategy formulation, strategy implementation and
strategy evaluation. Moreover, it also emphasis on the analysis of external
and internal environment of a company in order to achieve the companys
objectives (Mohamed et al., 2010). Strategic planning is a process for
creating and describing a better future in measurable terms and the
selection of the best means to achieve the desired results (Kaufman et al.,
2003). Strategic planning constitutes an important path to successful
business operations and is a part of every business. Strategic planning is
useful not only because it can realize the vision of the upper management or
it can mitigate unforeseen risks; it also has many more benefits (Vel et al.,
2012). Morgan and Strong (2003) concluded the findings of research that
businesses with high level of performances have well strategic orientations.
Many empirical studies on the role of strategic planning have proved that in
creating better long term competitive positions and better organizational
performance of the companys strategic planning plays an important role and
that strategic planning is essential for better business performance and
success (Suklev & Debarliev, 2012).
Hence, Strategic Planning bridges the gap between where an
organization is standing, and where it aims to lead in future. In todays world
with rapid changes and technological developments, and strong competition,
the organizations have to be managed with much futuristic perspective in
order to be competitive. Thus, the importance of strategic planning being a

basic and fundamental need of every organization has increased many folds
than ever. Strategic planning is very important and plays a vital role in
accomplishing distinctive edge and ensures the success of any type of
organization including not only profitable organizations but also non-profit
organizations like NGOs and educational institutions (A. Ahmed et.al, 2013).
Owing to the growing importance and recognition of strategic planning in general fields,
the education planners also looked at strategic planning practices in higher education particularly
in the developed part of the word. However, the magnitude of the empirical findings on strategic
planning in education sector remained much limited (0000000). According to some
researchers, a gap between what public wants and what traditional
universities provide is growing (Rowley, Lujan, &Dolence, 1997). Fehnel
(2000) in his position paper on Strategic Planning and the Nigeria University
System Innovation Project observed that many Vice- Chancellors now
appear willing to consider the use of strategic planning as an important tool
in determining how best to revitalize and modernize their institutions.
Kinyanjui and Juma (2014) investigated the effects of strategic planning on
the performance of universities and they found that there is direct and
significant relationship between the strategic management and performance
of the universities. According to (Benjamin & Carroll, 1998) when universities
will have strategic plan they will better response to the changing needs for
their constituencies.
It was however observed that most researches on strategic planning
and performance relationship focused on organizations profitability, market
share, earnings per share, net asset, working capital, expansion, etc. as the
performance measurement. The performance indicators in the business
sector may not necessarily be applicable to the higher educational
institutions. Therefore, strategic planning seems not to be too popular in the
university system. This may be attributed to the lack of understanding of the
concept of strategic planning by the university internal stakeholders,
especially the employees. The lack of a strategic plan which covers all

aspects of the university community may be what is responsible for the

challenges being faced in the sector. The challenges suggested by past
studies includes but are not limited to distorted academic calendar, decayed
facilities

hostel

accommodation,

laboratories,

classrooms

facilities,

unhealthy rivalry among staff, shortage of qualified teachers, challenges of

accreditation, deteriorating quality of graduates, and the list seems to be
endless.

Thus, based on the above discussion, it is more plausible that universities

having

adopted

the strategic planning practices

would have better

performance than those who do not. The performance of universities has

been defined in terms of students enrollment, linkages, research and
academic quality (9999999). However to better concepyualize the

and

--------(wisal), ---------------(shukat) and ----------(asif).

This study deems appropriate to measure the university performance more
holistically by constructing a broader measure of university performance.
More particularly it will consist; student enrollment, research productivity,
infrastructure, research productivity, teacher capacity building, student
academic quality, student satisfaction of university process and many more.
Unfortunately no scale exists till date as evidenced by research conceptual
paper. This study will in addition to investigation and prevalence of strategic
practices will also construct a new measure of university performance which

will not just add to the knowledge but will also help HEC in improving
university performance.

It is important to discover whether the concept of strategic planning is

understood and embraced in the university system. The role of the staff in
the planning process and the effect of compliance on performance should
also be investigated.

Strategic

Planning

and

Universities

Performance

in

Pakistan:
The 21st century has brought challenges and opportunities for higher
education in Pakistan. The Institutions need to understand their resources,
capabilities and core competencies which have a direct link to the
institutions ability to achieve their strategic plans.
Previous

researchers

have

addressed

the

effect

of

strategic

management on the performance universities. Universities are collaborating

with other institutions and industries in order to enhance their performance
(Muchiri, 2010). Lewa, Mutuku and Mutuku (2009) studied Strategic planning
in the Higher Education Sector. The study revealed that public universities
are essentially traditional in orientation and must find new ways of dealing
with the issues facing them include increasing competition from other

universities. The study observed that strategic planning is one of the major
steps the universities can take to address the challenges they face. The
study proposed that universities should consider incorporation of strategic
thinking in their process of strategic planning in order to make their planning
more useful in view of the failures of strategic planning in public universities.
Manyasi (2009) took a study on Crisis Management: A Challenge in
Institutions of Higher Learning in Kenya. The study revealed that managers in
the institution do not use a proactive approach to crises management. They
lack

knowledge

about

strategic

actions

such

as

integrating

crises

management into strategic planning process, integrating crises management

into statements of corporate excellence, creating crises management teams
and including outsiders on the board. The organizations did not have a crisis
management plan. The researcher recommends that: Competent public
relations officers should be employed to perform all functions including crises
management. Training and workshops in crises management should be
provided to strategic managers and public relations practitioners. Managers
should use strategic actions such as integrating crises management into
strategic planning process, integrating crises management into statements
of corporate excellence, creating crises management teams and including
outsiders on the board. A location to act as a crisis management center
should be identified. Organizational members should be exposed to crisis
simulations.