Strategic Planning Assessment of Tertiary Institutions in Kano State, Nigeria

  • BABALOLA Victor Tubosun Faculty of Education, Yusuf Maitama Sule University, Kano, Nigeria.

Abstract

This article looks into the strategic planning assessment of tertiary institutions in Kano State. Adopting a descriptive survey design, all lecturers and non-academic staffs at the management positions in the selected tertiary institutions constitutes the study population. Two hundred and ninety five (295) individuals were sampled with stratified random sampling techniques based on the recommendation of Research Advisors (2006). Questionnaires on Strategic Planning Assessment of Tertiary Institutions (QSPATI)” was used to collect data for the study. QSPATI was subjected to validities of two experts from Bayero University (BUK) and Yusuf Maitama Sule University, Kano (YUMSUK) respectively. To ascertain the reliability of the QSPATI, a pilot study was conducted on 10% of the staff of YUMSUK and 0.82 Kuder Richardson formula 21 reliability coefficient (r) was obtained. Descriptive statistics was used to analyze the data where the research questions were answered with mean and standard deviation. The hypotheses were tested with Kyle square at 0.05-level of significance. It was discovered that not all tertiary institution in Kano State has a popular Strategic Planning Unit (SPU) while others has misplace priorities in their plans. The study concludes that the failure of tertiary institution in Kano State to be among the best ranked institutions in the world has to do with misplaced priorities in the available strategic plans. It is recommends that these tertiary institutions should engage in efficient and effective strategic planning for maximum productivity and competitive advantage.
Keywords: Educational planning, Strategic planning, Strategic planning process, Tertiary institutions, Kano State.

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Tubosun, B. V. (2019, October 11). Strategic Planning Assessment of Tertiary Institutions in Kano State, Nigeria. International Journal of Social Sciences Perspectives, 5(1), 22-29. https://doi.org/https://doi.org/10.33094/7.2017.2019.51.22.29
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