Chapter 14 "Strategy" Cristina Tamayo

1. UNIVERSITYOF THE ARMEDFORCES
SOCIO-EDUCATIONALPROJECTS
TOTAL QUALITY MANAGEMENT IN EDUCATION
CHAPTER 14: “STRATEGY”
DAYANA CRISTINA TAMAYO

2. STRATEGIC
QUALITY
MANAGEMENT
Strategicplanning
Formulation long-terms priorities
Senior managers’ attention from
day-to-day issues
Re-examination of main
institution’s purposes
Development the corporate plan
Expectation of customer groups

3. PLANNING
SEQUENCE
THE VISION STATEMENT
Institutional vision
• Ultimate purpose
• Short and direct
• Easy to remember

4. PLANNING
SEQUENCE
THE MISSION STATEMENT
The mission statement for an institution helps it to:
 provide clear directions for present-future
differentiate one institution from other
propose actions to take advantage of available opportunities
 be memorable and easy to communicate
 state long-terms aims towards customers

5. PLANNING
SEQUENCE
VALUES
Values are the principles to achieve the vision and mission of an
institution providing direction and consistency of purpose
 beliefs and aspirations
 short and crisp
easy to remember
operational environment
They can be focused in:
 learners
 professional standards
 cooperativity
 continuous improvement
quality of service

6. PLANNING
SEQUENCE
GOALS
ACHIVABLE
GOALS
AIMS
MEASURABLE
WAY
REALISTIC
OBJECTIVES
EVENTUAL
OUTCOMES

7. PLANNING
SEQUENCE
MARKET RESEARCH
Provide data about actual and potential
customers
Determine customers-perceived notion of its
quality
Know needs and ideas from groups to it
Identify different markets to recognize
requirements needed
Provide advance warnings of changes in
customer perception
Analyze the evolution of reputation

8. PLANNING
SEQUENCE
SWOOT ANALYSIS
It is a common place tool of strategic planning in education for
locating an institution’s potential
SWOOT
ANALYSIS
INTERNAL
ANALYSIS
STRENGTHS
EFFECTIVITY
PERFORMS
WEAKNESSES
ENVIRONMENTAL
ANALYSIS
THREATS
EXTERN
CONTEXT
OPPORTUNITIES

9. PLANNING
SEQUENCE
SWOOT ANALYSIS
SWOOT analysis is focusing on customers requirements and in
competitive institution context in order to:
 maximize strengths
 minimize weaknesses
 reduce threats
 build opportunities

10. PLANNING
SEQUENCE
CRITICAL SUCCESS FACTORS
These are indicators about the achievement of the mission
statement and satisfaction in customers
 These are key activities identified by institution
External measures
Customer
satisfaction
Responsiveness to
community needs
Internal indicators
Amount of staff
professional
updating
Success operation
teams

11. STRATEGIC
PLANNING
THE STRATEGIC PLAN
CORPORATE
DEVELOPMENT
PLAN
Details measures
to take
Set a medium-
term timescale
Gives institution
guidance
Addresses key
issues
Analyzes mission,
values, SWOOT,
critical success
factors

12. STRATEGIC
PLANNING
THE STRATEGIC PLAN

13. STRATEGIC
PLANNING
DEVELOPING-LONG TERM INSTITUTIONAL STRATEGIES
When services and market are defined, institution can follow a
generic marketing strategy
1. Cost-leadership strategy
 lowest-cost institution organization
 use technology, economies of scale
 target resources to critical customers’ perceptions of quality
2. Differentiation
unique features
 premium price
close scrutiny
3. Focus strategy
 particular geographical area
 specific programs to target needs
 competitive advantage

14. STRATEGIC
PLANNING
QUALITY POLICY AND QUALITY PLAN
Quality Policy
 It is a statement of commitment by the institution
Quality Plan
 It is the quality policy in action evidencing the improvement
 It provides clear aims and objectives related to quality
 It details improvement projects and quality improvement of
staff teams

15. STRATEGIC
PLANNING
THE COST AND BENEFITS OF QUALITY
 Quality costing is measuring the quality improvement
 Human and financial terms are costed and evaluated
 TQM tries to make thing right to avoid failures
 The cost of failure and mistakes can avoid repetitions
THE COST OF PREVENTION AND FAILURE
The Cost of prevention
 Costs that require to stop things going wrong to correct them
The Cost of Failure
 more than 10 difficulties
 difficult the managing, wasting time and generating frustration

16. STRATEGIC
PLANNING
MONITORING AND EVALUATION
Quality system always need a feedback loop
Evaluation process focuses on customers, and it evaluates:
 internal and external customers’ requirements
strategic mission and goals
Individual and institutional goals are evaluated and monitoring
 immediate: daily checking student progress and teachers level
 short-term: quality control of mistakes and problems with
corrective actions to prevent
 long-term: institutional-led evaluation as an overview of the
progress to prevention