"Without a strategy, an organization is like a ship without a rudder, going around in circles.

It’s like a tramp; it h

CHAPTER ONE
INTRODUCTION ABOUT STRATEGIC
MANAGEMENT
What Is Strategic Management?

Strategic management can be defined as the art and science of formulating,

implementing, and evaluating cross-functional decisions that enable an
organization to achieve its objectives. As this definition implies, strategic
management focuses on integrating management, marketing, finance/accounting,
production/operations, research and development, and information systems to
achieve organizational success. The term strategic management in this text is used
synonymously with the term strategic planning. The latter term is more often used
in the business world, whereas the former is often used in academia The purpose of
strategic management is to exploit and create new and different opportunities for
tomorrow; long-range planning, in contrast, tries to optimize for tomorrow the
trends of today.

Stages of Strategic Management

The strategic-management process consists of three stages: strategy formulation,

strategy implementation, and strategy evaluation. Strategy formulation includes
developing a vision and mission, identifying an organization’s external
opportunities and threats, determining internal strengths and weaknesses,
establishing long-term objectives, generating alternative strategies, and choosing
particular strategies to pursue. Strategy-formulation issues include deciding what
new businesses to enter, what businesses to abandon, how to allocate resources,
whether to expand operations or diversify, whether to enter international markets,
whether to merge or form a joint venture, and how to avoid a hostile takeover.
Because no organization has unlimited resources, strategists must decide which
alternative strategies will benefit the firm most. Strategy-formulation decisions
commit an organization to specific products, markets, resources, and technologies
over an extended period of time. Strategies determine long-term competitive
advantages. For better or worse, strategic decisions have major multifunctional

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consequences and enduring effects on an organization. Top managers have the best
perspective to understand fully the ramifications of strategy-formulation decisions;
they have the authority to commit the resources necessary for implementation.
Strategy implementation requires a firm to establish annual objectives, devise
policies, motivate employees, and allocate resources so that formulated strategies
can be executed. Strategy implementation includes developing a strategy-
supportive culture, creating an effective organizational structure, redirecting
marketing efforts, preparing budgets, developing and utilizing information
systems, and linking employee compensation to organizational performance.

Strategy implementation often is called the “action stage” of strategic

management. Implementing strategy means mobilizing employees and managers to
put formulated strategies into action. Often considered to be the most difficult
stage in strategic management, strategy implementation requires personal
discipline, commitment, and sacrifice. Successful strategy implementation hinges
upon managers’ ability to motivate employees, which is more an art than a science.
Strategies formulated but not implemented serve no useful purpose. Interpersonal
skills are especially critical for successful strategy implementation. Strategy-
implementation activities affect all employees and managers in an organization.
Every division and department must decide on answers to questions, such as “What
must we do to implement our part of the organization’s strategy?” and “How best
can we get the job done?” The challenge of implementation is to stimulate
managers and employees throughout an organization to work with pride and
enthusiasm toward achieving stated objectives. Strategy evaluation is the final
stage in strategic management. Managers desperately need to know when
particular strategies are not working well;

strategy evaluation is the primary means for obtaining this information. All
strategies are subject to future modification because external and internal factors
are constantly changing. Three fundamental strategy-evaluation activities are (1)
reviewing external and internal factors that are the bases for current strategies, (2)
measuring performance, and (3) taking corrective actions. Strategy evaluation is
needed because success today is no guarantee of success tomorrow! Success
always creates new and different problems; complacent organizations experience
demise. Strategy formulation, implementation, and evaluation activities occur at
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three hierarchical levels in a large organization: corporate, divisional or strategic

business unit, and functional. By fostering communication and interaction among
managers and employees across hierarchical levels, strategic management helps a
firm function as a competitive team. Most small businesses and some large
businesses do not have divisions or strategic business units; they have only the
corporate and functional levels. Nevertheless, managers and employees at these
two levels should be actively involved in strategic-management activities.

Key Terms in Strategic Management

Before we further discuss strategic management, we should define nine key terms:
competitive advantage, strategists, vision and mission statements, external
opportunities and threats, internal strengths and weaknesses, long-term objectives,
strategies, annual objectives, and policies.

Competitive Advantage

Strategic management is all about gaining and maintaining competitive advantage.

This term can be defined as “anything that a firm does especially well compared to
rival firms.” When a firm can do something that rival firms cannot do, or owns
something that rival firms desire, that can represent a competitive advantage. For
example, in a global economic recession, simply having ample cash on the firm’s
balance sheet can provide a major competitive advantage.

Normally, a firm can sustain a competitive advantage for only a certain period due
to rival firms imitating and undermining that advantage. Thus it is not adequate to
simply obtain competitive advantage. A firm must strive to achieve sustained
competitive advantage by CHAPTER 1 • THE NATURE OF STRATEGIC
MANAGEMENT 9 (1) continually adapting to changes in external trends and
events and internal capabilities, competencies, and resources; and by (2)
effectively formulating, implementing, and evaluating strategies that capitalize
upon those factors.

Strategists

Strategists are the individuals who are most responsible for the success or failure
of an organization. Strategists have various job titles, such as chief executive

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officer, president, owner, chair of the board, executive director, chancellor, dean,
or entrepreneur. Strategists help an organization gather, analyze, and organize
information. They track industry and competitive trends, develop forecasting
models and scenario analyses, evaluate corporate and divisional performance, spot
emerging market opportunities, identify business threats, and develop creative
action plans.

Vision and Mission Statements

Many organizations today develop a vision statement that answers the question
“What do we want to become?” Developing a vision statement is often considered
the first step in strategic planning, preceding even development of a mission
statement. Many vision statements are a single sentence. For example, the vision
statement of Stokes Eye Clinic in Florence, South Carolina, is “Our vision is to
take care of your vision.” Mission statements are “enduring statements of purpose
that distinguish one business from other similar firms. A mission statement
identifies the scope of a firm’s operations in product and market terms.”12 It
addresses the basic question that faces all strategists: “What is our business?” A
clear mission statement describes the values and priorities of an organization.
Developing a mission statement compels strategists to think about the nature and
scope of present operations and to assess the potential attractiveness of future
markets and activities. A mission statement broadly charts the future direction of
an organization. A mission statement is a constant reminder to its employees of
why the organization exists.

External Opportunities and Threats

External opportunities and external threats refer to economic, social, cultural,

demographic, environmental, political, legal, governmental, technological, and
competitive trends and events that could significantly benefit or harm an
organization in the future. Opportunities and threats are largely beyond the control
of a single organization—thus the word external. In a global economic recession, a
few opportunities and threats that face many firms are listed here: • Availability of
capital can no longer be taken for granted. • Consumers expect green operations
and products. • Marketing has moving rapidly to the Internet. • Consumers must

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see value in all that they consume. • Global markets offer the highest growth in
revenues.

Other opportunities and threats may include the passage of a law, the introduction
of a new product by a competitor, a national catastrophe, or the declining value of
the dollar. A competitor’s strength could be a threat.

Internal Strengths and Weaknesses

Internal strengths and internal weaknesses are an organization’s controllable

activities that are performed especially well or poorly. They arise in the
management, marketing, finance/accounting, production/operations, research and
development, and management information systems activities of a business.
Identifying and evaluating organizational strengths and weaknesses in the
functional areas of a business is an essential strategic management activity.
Organizations strive to pursue strategies that capitalize on internal strengths and
eliminate internal weaknesses. Strengths and weaknesses are determined relative to
competitors. Relative deficiency or superiority is important information. Also,
strengths and weaknesses can be determined by elements of being rather than
performance. For example, a strength may involve ownership of natural resources
or a historic reputation for quality. Strengths and weaknesses may be determined
relative to a firm’s own objectives. For example, high levels of inventory turnover
may not be strength to a firm that seeks never to stock-out.

Internal factors can be determined in a number of ways, including computing

ratios, measuring performance, and comparing to past periods and industry
averages. Various types of surveys also can be developed and administered to
examine internal factors such as employee morale, production efficiency,
advertising effectiveness, and customer loyalty.

Long-Term Objectives

Objectives can be defined as specific results that an organization seeks to achieve

in pursuing its basic mission. Long-term means more than one year. Objectives
are essential for organizational success because they state direction; aid in
evaluation; create synergy; reveal priorities; focus coordination; and provide a
basis for effective planning, organizing, motivating, and controlling activities.
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Objectives should be challenging, measurable, consistent, reasonable, and clear. In

a multidimensional firm, objectives should be established for the overall company
and for each division.

Annual Objectives
Annual objectives are short-term milestones that organizations must achieve to
reach longterm objectives. Like long-term objectives, annual objectives should be
measurable, quantitative, challenging, realistic, consistent, and prioritized. They
should be established at the corporate, divisional, and functional levels in a large
organization. Annual objectives should be stated in terms of management,
marketing, finance/accounting, production/operations, research and development,
and management information systems (MIS) accomplishments. A set of annual
objectives is needed for each long-term objective. Annual objectives are especially
important in strategy implementation, whereas long-term objectives are
particularly important in strategy formulation. Annual objectives represent the
basis for allocating resources.

Policies

Policies are the means by which annual objectives will be achieved. Policies
include guidelines, rules, and procedures established to support efforts to achieve
stated objectives. Policies are guides to decision making and address repetitive or
recurring situations. Policies are most often stated in terms of management,
marketing, finance/accounting, production/operations, research and development,
and computer information systems activities. Policies can be established at the
corporate level and apply to an entire organization at the divisional level and apply
to a single division, or at the functional level and apply to particular operational
activities or departments. Policies, like annual objectives, are especially important
in strategy implementation because they outline an organization’s expectations of
its employees and managers. Policies allow consistency and coordination within
and between organizational departments.

The Strategic-Management Model

The strategic-management process can best be studied and applied using a model

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3 This model does not guarantee success, but it does represent a clear and practical
approach for formulating, implementing, and evaluating strategies. Relationships
among major components of the strategic-management process are shown in the
model, which appears in all subsequentchapters with appropriate areas shaped to
show the particular focus of each chapter. These are three important questions to
answer in developing a strategic plan: Where are we now? Where do we want to
go? How are we going to get there? Identifying an organization’s existing vision,
mission, objectives, and strategies is the logical starting point for strategic
management because a firm’s present situation and condition may preclude certain
strategies and may even dictate a particular course of action. Every organization
has a vision, mission, objectives, and strategy, even if these elements are not
consciously designed, written, or communicated. The answer to where an
organization is going can be determined largely by where the organization has
been! The strategic-management process is dynamic and continuous. A change in
any one of the major components in the model can necessitate a change in any or
all of the other components. For instance, a shift in the economy could represent a
major opportunity and require a change in long-term objectives and strategies; a
failure to accomplish annual objectives could require a change in policy; or a major
competitor’s change in strategycould require a change in the firm’s mission.
Therefore, strategy formulation, implementation, and evaluation activities should
be performed on a continual basis, not just at the end of the year or semiannually.
The strategic-management process never really ends. The strategic-management
process is not as cleanly divided and neatly performed in practice as the strategic-
management model suggests. Strategists do not go through the process in lockstep
fashion. Generally, there is give-and-take among hierarchical levels of an
organization. Many organizations semiannually conduct formal meetings to discuss
and update the firm’s vision/mission, opportunities/threats, strengths/weaknesses,
strategies, objectives, policies, and performance. These meetings are commonly
held off-premises and are called retreats. The rationale for periodically conducting
strategic-management meetings away from the work site is to encourage more
creativity and candor from participants. Good communication and feedback are
needed throughout the strategic-management process. Application of the strategic-
management process is typically more formal in larger and well-established
organizations. Formality refers to the extent that participants, responsibilities,

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authority, duties, and approach are specified. Smaller businesses tend to be less
formal. Firms that compete in complex, rapidly changing environments, such as
technology companies, tend to be more formal in strategic planning. Firms that
have many divisions, products, markets, and technologies also tend to be more
formal in applying strategic-management concepts. Greater formality in applying
the strategic-management process is usually positively associated with the cost,
comprehensiveness, accuracy, and success of planning across all types and sizes of
organizations

Benefits of Strategic Management

Strategic management allows an organization to be more proactive than reactive in

shaping its own future; it allows an organization to initiate and influence (rather
than just respond to) activities—and thus to exert control over its own destiny.

Historically, the principal benefit of strategic management has been to help

organizations formulate better strategies through the use of a more systematic,
logical, and rational approach to strategic choice. This certainly continues to be a
major benefit of strategic management, but research studies now indicate that the
process, rather than the decision or document, is the more important contribution
of strategic management.15 Communication is a key to successful strategic
management. Through involvement in the process, in other words, through
dialogue and participation, managers and employees become committed to
supporting the organization.

Benefits to a Firm That Does Strategic Planning

Enhanced Communication ( dialog or participation) -Deeper/Improved

Understanding (Of others’ views b. Of what the firm is doing/planning and why)-
Greater Commitment a. To achieve objectives b. To implement strategies c. To
work hard-THE RESULT All Managers and Employees on a Mission to Help the
Firm Succeed

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Financial Benefits
Research indicates that organizations using strategic-management concepts are
more profitable and successful than those that do not.17 Businesses using strategic-
management concepts show significant improvement in sales, profitability, and
productivity compared to firms without systematic planning activities. High-
performing firms tend to do systematic planning to prepare for future fluctuations
in their external and internal environments. Firms with planning systems more
closely resembling strategic-management theory generally exhibit superior long-
term financial performance relative to their industry. High-performing firms seem
to make more informed decisions with good anticipation of both short- and long-
term consequences. In contrast, firms that perform poorly often engage in activities
that are shortsighted and do not reflect good forecasting of future conditions.
Strategists of low-performing organizations are often preoccupied with solving
internal problems and meeting paperwork deadlines. They typically underestimate
their competitors’ strengths and overestimate their own firm’s strengths. They
often attribute weak performance to uncontrollable factors such as a poor
economy, technological change, or foreign competition.

Nonfinancial Benefits

Besides helping firms avoid financial demise, strategic management offers other
tangible benefits, such as an enhanced awareness of external threats, an improved
understanding of competitors’ strategies, increased employee productivity, reduced
resistance to change, and a clearer understanding of performance–reward
relationships. Strategic management enhances the problem-prevention capabilities
of organizations because it promotes interaction among managers at all divisional
and functional levels. Firms that have nurtured their managers and employees,
shared organizational objectives with them, empowered them to help improve the
product or service, and recognized their contributions can turn to them for help in a
pinch because of this interaction. In addition to empowering managers and
employees, strategic management often brings order and discipline to an otherwise
floundering firm. It can be the beginning of an efficient and effective managerial
system. Strategic management may renew confidence in the current business
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strategy or point to the need for corrective actions. The strategic-management

process provides a basis for identifying and rationalizing the need for change to all
managers and employees of a firm; it helps them view change as an opportunity
rather than as a threat. Greenley stated that strategic management offers the
following benefits:

Why Some Firms Do No Strategic Planning

Some firms do not engage in strategic planning, and some firms do strategic
planning but receive no support from managers and employees. Some reasons for
poor or no strategic planning are as follows:

• Lack of knowledge or experience in strategic planning—No training in strategic

planning.

• Poor reward structures—When an organization assumes success, it often fails to

reward success. When failure occurs, then the firm may punish.

• Firefighting—An organization can be so deeply embroiled in resolving crises

and firefighting that it reserves no time for planning.

• Waste of time—Some firms see planning as a waste of time because no

marketable product is produced. Time spent on planning is an investment.

• Too expensive—Some organizations see planning as too expensive in time and

money.

• Laziness—People may not want to put forth the effort needed to formulate a
plan.

• OVERVIEW OF STRATEGIC MANAGEMENT

• Content with success—Particularly if a firm is successful, individuals may feel

there is no need to plan because things are fine as they stand. But success today
does not guarantee success tomorrow.

• Fear of failure—By not taking action, there is little risk of failure unless a
problem is urgent and pressing. Whenever something worthwhile is attempted,
there is some risk of failure.

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• Overconfidence—As managers amass experience, they may rely less on

formalized planning. Rarely, however, is this appropriate. Being overconfident or
overestimating experience can bring demise. Forethought is rarely wasted and is
often the mark of professionalism.

• Prior bad experience—People may have had a previous bad experience with
planning, that is, cases in which plans have been long, cumbersome, impractical, or
inflexible. Planning, like anything else, can be done badly.

• Self-interest—When someone has achieved status, privilege, or self-esteem

through effectively using an old system, he or she often sees a new plan as a threat.

• Fear of the unknown—People may be uncertain of their abilities to learn new

skills, of their aptitude with new systems, or of their ability to take on new roles.

• Honest difference of opinion—People may sincerely believe the plan is wrong.

They may view the situation from a different viewpoint, or they may have
aspirations for themselves or the organization that are different from the plan.
Different people in different jobs have different perceptions of a situation.

• Suspicion—Employees may not trust management

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"Without a strategy, an organization is like a ship without a rudder, going around in circles. It’s like a tramp; it h

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"Without a strategy, an organization is like a ship without a rudder, going around in circles. It’s like a tramp; it h

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"Without a strategy, an organization is like a ship without a rudder, going around in circles. It’s like a tramp; it h

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"Without a strategy, an organization is like a ship without a rudder, going around in circles. It’s like a tramp; it h

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 "Without a strategy, an organization is like a ship without a rudder, going around in circles. It’s like a tramp; it h

የ 2011 ዓ.ም ዓመታዊ፡ የማናጂመንት ትምህርት ክፍል አጠቃላይ ሪፖርት

1. ቢ.ኤስ.ሲ
እ የ 2011 የ 2011
ይ የአ ዒላማዎች ዓፈፃፀም
ፈፃ
ታ ግብ መለኪያ
ፀም አፈፃጸም ምርመራ
ዎ መነ
ች የ 2011
ሻ

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2010
የተገ የተገልጋዮችና የባለድርሻ 96. 85.7
ልጋዮ አካላት እርካታ በመቶኛ 56
ችና 42 ተገልጋዮች አገልግሎት
98
የባለ ያገኙ ከነዚህ ዉስጥ 6
ድርሻ ተገልጋዮች እርካታ በ አማካይ
አካላ ዉጤት የሰጡ
ት የተገልጋዮችና የባለድርሻ 89. 90 88.5
እርካ አካላት አመኔታ በመቶኛ 65
ታና
አመኔ
ታ
ማሳደ
ግ
ያደገ መደበኛ 145 200 72
የተማሪዎች ተማሪዎች
ቁጥር በቁጥር
የተማ ተከታታይ 170 200 85
ሪ ትምህርት
ቅበላ በቁጥር
መጠን የፕሮግራሞ በመጀመሪያ 2 2 100
ን ች ብዛት ድግሪ
ማሳደ
ግ

መልካ በጥራትና በቅልጥፍና የተሰጡ 100 100 100

ም አገልግሎቶች በመቶኛ
አስተ የውስጥ አሠራር ሥርዓት 95.6 100 100
ዳደር ማሻሻል በመቶኛ 5
እንዲ
ሰፍን ችግር ፈቺና እውቀት አመንጪ 0 6 2 1 የኮሚኒቲ ሰርቪስ
የአሰ ምርምሮች ብዛት (33%) ና 1 ችግር ፈቺ
ራር ጥናት ና ምርምር
ሥርዓ በዘዉዱ
ትን
ማሻሻ
ል

የትም በተማሪዎች ውጤት ላይ የታየ 0.2 0.2 ---- በሰሚስተሩ መጨረሻ

ህርት መሻሻል በነጥብ የሚታወቅ ይሆናል
አሰጣ
ጥ የተማሪዎች መጠነ ማቋረጥ 0 1 2 በህመም ና በ ቤተሰብ
(Attirition rate) በመቶኛ ችግር 2 የመጀመሪያ

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"Without a strategy, an organization is like a ship without a rudder, going around in circles. It’s like a tramp; it h

ጥራት ዓመት ተማሪዎች

ን
ማሻሻ የቱቶሪያል ድጋፍ ለሚሹ 97 100 100% ሁሉም ኮርሶች
ል ተማሪዎች የተሰጠ የቱቶሪያል በከፊል ተሰጥተዋል
ድጋፍ በመቶኛ
0 10% 0 የለም
ያደገ የሴት መምህራንና
ተመራማሪዎች በመቶኛ
ለተማሪዎች የምክር 100 100 100 ሁሉም መምህራን
አገልግሎት መስጠት በመቶኛ ሰጥተዋል፡

ለመምህራንና ለአስተዳደር 0 8 1 ግዜ 50% 1 ግዜ ለ መምህራን

የሰው ሰርተኞች የተሰጡ ተከታታይ በፍተና ና ኩረጃ
ሀብት አጫጭር ስልጠናዎች ብዛት፣ ዙሪያ አስተባባሪ
ልማት በኩል እንዲሰጥ
ን ተደርገዋል
ማሳደ
ግ በቅጥርና ዝውውር የተሟሉ 1 4 2 መምህራን 2 በቅጥር
አዳዲስ መምህራን ብዛት 50%

በእቅድ የተካሄዱ ልምድ 0 4 0 የበጀት እጥረት

ልውውጦች ብዛት
Induction ስልጠና የተሰጣቸው 0 4 2 (0) 2 አዳዲስ መምህራን
መምህራን ብዛት ስልጠና አልወሰዱም

የ HDP ስልጠና የተሰጣቸው 1 3 2 (50%) 3 መምህር ቀዲሞዉኑ

መምህራን ብዛት የወሰዱ መሆኑ ቀሪ
ሁለቱ አዲሶቹ
የእንግሊዚኛ ቋንቋ ማሻሻያ 0 4 0 ያልወሰዱ እና አሁን
ያልተሰጠ መሆኑ
ስልጠና የተሰጣቸው መምህራን
የመምህር-ተማሪ ጥምርታ 1፡ 5፡ 1:14 and ለ ሁሉም ዓመት
55 54(1፤14) 1:12 ተማሪዎች
የመምህራን ስብጥር 0፤1 0፡3፡2 0፡4፡0 3 ማስተርስ ና 2 ድግሪ
በትምህርት መሆናቸዉ
የትም የተገ የ 1ደረጃ
ለ5 የተማሪ ፤0
10 10 & 10 20
ህርት ነባ ቡድኖች ዎቸ
ልማት የትም ብዛት
ሰራዊ ህርት የመምህ 1 1 1 5 መምህራን 1 ቲም
ት ልማት ራንና
መገን ሠራዊ
የልማት የተማሪ 10 2 2
ባት ት
ቡድኖች ዎቸ
ብዛት
የመምህ 1 1 1
ራንና
አካዳሚ

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"Without a strategy, an organization is like a ship without a rudder, going around in circles. It’s like a tramp; it h

2.ለዉጥ ስራዎች
 በተቀመጠው አደረጃጀት መሰረት ተቋማዊ ለውጡ ተፈላጊውን ውጤት ማምጣት እንዲችል ተፈላጊው የሰው
ኃይል ለትምህርት ክፍሉ ተሟልቷል (5 መምህራን በበቂ ሁኔታ እያስተማሩ ይገኛሉ)
 ትምህርት ክፍሉ የአመለካከትና የክህሎት ክፍተቶችን በተከታታይነት በመለየት የማብቃት ስራዎችን
በግምገማ ና በስብሰባ ዉይይት በማድረግ የማብቃት ስራዎች ተሰርተዋል፡፡
 እነደ አስፈላጊነቱ ትምህርት ክፍሉ ከ መምህራን ጋር መወያየቱ እንዲሁም ከ ተማሪዎች ጋር በገጠሙ
ችግሮች ላይ ዉይይት በማድረግ የመማር ማስተማሩን በአሳለጠ መልኩ ማስቀጠሉ
 ተማሪዎች 1 ለ 5 በተሸለ ኁኔታ በማደራጀት፡ እየተወያዩ በጋራ የሚያጠኑ ና ግሩፕ አሳይመንት
የሚሰሩ መሆኑ
 የዜጐች ቻርተር የአገልግሎት ስታንዳርድ በማዘጋጀት ፡ ለተገልጋዮች በዚሁ ስታንዳርድ አገልግሎ
መሰጠቱ
 የአገልግሎት አሰጣጥ ስታንደርድ በጉልህ ቦታ መለጠፍ

3. የኪራይ ሰብሳቢነት ማክሰሚያ

 በትምህርት ክፍሎ የኪራይ ሰብሳቢነት ምንጮችን በመለየት ወደ ስራ መገባቱ፣
 የተጀመረውን የኪራይ ሰብሳቢነት ምንጮችን የማክሰምና ሙስናን የመጸየፍ ስልቶችን ተግባራዊ መደረጉ
 ከኩረጃ ጋር የተያያዙ የኪራይ ሰብሳቢነት አሰራርን በተማሪዎች የሚታየዉን ለማስቀረት ከፍተኛ
ጥረት ተደርጓል፡፡
 የት/ት ብክነት 100 ፐርሰንት መቀነሱ፡፡ 0 ፕርሰንት መድሱ፡፡
 እኩል እና ፍተሃዊ አገልግሎትን ለሁሉም ተማሪዎች እንዲደርስ መደረጉ

4. በመልካም አስተዳደር ዙሪያ

 በተማሪዎች ምዘና ሂደት ዙሪያ የኪራይ ሰብሳቢነት ተግባር የሚነሱ ችግሮች እስከ አሁን በትምህርት
ክፍሉ አለመኖራቸዉ፡፡
 ተማሪዎች ለሚያነሷቸው አስተዳደራዊና አካዳሚክ ጉዳዮች ፈጣን ምላሸ መሰጠቱ፣ ለአብነት ተማሪዎች
ባነሱት ጥያቄ የክላስ ሪፕረዘንታቲቭ እንዲቀየር መደረጉ እና መልካም የመማር ማስተማር ሂደት
መፈጠሩ

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"Without a strategy, an organization is like a ship without a rudder, going around in circles. It’s like a tramp; it h

 ለከፍተኛ ትምህርት ተቋማት የወጡና የሚሻሻሉ ደንቦችን በአግባቡ መጠቀማችን፡፡ ለአብነት የኩረጃ
ስረአትን ለማስቀረት የኩረጃ ደንቦችን በጋራ በመገንዘብ አንድ ደረጃ ከክፍሉ መምህራን ጋር መደረሱ
እና ለተማሪዎች የእርምት እርምጃ መወሰዱ፡፡
 ልዩ ፍላጎት ላላቸው ተማሪዎች ምቹና ተገቢ አገልግሎት መስጠቱ፣ለአብነት የኮፒ እገዛ ለተማሪዎች
መደረጉ፡፡
 እስከ አሁን ድረስ በፋይናል ኤክዛም ምንም አይነት ችግር አለመኖሩ
 የክፍሉ ተማሪዎችን ሥነ-ምግባር በሚጠበቀው ደረጃ በየ ወሩ በሚደረገዉ ከተማሪ ጋር ዉይይት
እንዲሻሻል ማደረጉ፣
 እስከአሁን በተማሪ እና በመምህር መካከል ምንም አይነት ቅሬታ አለመኖሩ

እስከአሁን ድረስ ያልተፈቱ ችግሮቸ፡

 ግብዓት፡ በትምህርት ክፍላችን ፡ የ LCD: ፕሪንተር፡የፎቶከፒ ቀለም :ፋይል ካብኔት፡ ሼልፍ ወዘተ ባለመኖራቸዉ
ቢሮችን በውል አልተደራጀም፡፡
 የመስመር ስልክ አልገባም
 የተላላኪ ችግር፡ በአካዳሚክ ዘርፍ የተመደበዉ የተላላኪ ብዛት 1 ሲሆን የሰዉ ሃይል እጥረት በ አካዳሚክ ዘርፍ
መከሰቱ ፈጣን አገልግሎ ማግኘት አልተቻለም፡፡የፎቶ ኮፒ ማባዢያ ክፍል ከ ቢሮችን የራቀ በመሆኑ ከ አድሚን 2
ተላላኪ ሊመደብልን ይገባል፡፡


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