The effect of Strategic planning on organizational performance in the hospitality industry: a survey of selected firms in the Central Region of Ghana
| dc.contributor.author | Osam-Duodu, Kobina | |
| dc.date.accessioned | 2016-10-07T15:37:35Z | |
| dc.date.accessioned | 2023-04-21T11:33:26Z | |
| dc.date.available | 2016-10-07T15:37:35Z | |
| dc.date.available | 2023-04-21T11:33:26Z | |
| dc.date.issued | August, 2015 | |
| dc.description | A Thesis submitted to the School of Business, Kwame Nkrumah University of Science and Technology in partial fulfillment of the requirements for the degree of Master of Business Administration, | en_US |
| dc.description.abstract | To truly survive as a business organization, a firm must take its strategy or set of strategies as vital weapons of protection for the very life of the corporate entity. That is why this study sought to ascertain the impact of strategic planning on the performance of Hospitality organizations in the Central Region of Ghana. The study was both descriptive and explanatory, through the use of a survey strategy. The population comprised all the two hundred and twenty-six (226) hospitality firms in the Central Region. Through the simple random technique, fifty (50) hospitality firms were selected for the study. Data used in the analysis was basically primary through the administration of structured and delivery and collection questionnaires. After the study, it was concluded that; strategic planning had no significant effect on the performance of the hospitality firms. There also existed a weak correlation between the two variables, although the relationship was positive. Almost all the firms had a strategic plan that was in use for over five (5) years. The main contents of the strategic plans developed by the firms were staff development and training, staff appraisal, mission/vision statements, business level objectives, cost targets, departmental or divisional objectives, and sales targets. Managerial behaviour, resource allocation, reward management, and organizational policy did influence the implementation of strategic plans. Over the years, there had been an improvement in occupancy percentage, average room rate, growth in sales per room, number of successful new services or products introduced, and the percentage of sales accounting for new services or products. The study realized that the organizational structure was a vital part for successful strategic plan implementation; therefore, there was a need for a proper alignment of the organizational structure with the strategic plan. Organizational structures hence have to be adjusted to correlate with strategic plans. | en_US |
| dc.description.sponsorship | KNUST | en_US |
| dc.identifier.uri | https://ir.knust.edu.gh/handle/123456789/9167 | |
| dc.language.iso | en | en_US |
| dc.title | The effect of Strategic planning on organizational performance in the hospitality industry: a survey of selected firms in the Central Region of Ghana | en_US |
| dc.type | Thesis | en_US |
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